investor meetings - teck resourcesinvestor meetings august 2019 caution regarding forward-looking...

Investor Meetings

August 2019

Caution Regarding Forward-Looking Statements

2

Both these slides and the accompanying oral presentations contain certain forward-looking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995 and forward-looking information within the meaning of theSecurities Act (Ontario) and comparable legislation in other provinces (collectively referred to herein as forward-looking statements). Forward-looking statements can be identified by the use of words such as “plans”, “expects” or “does not expect”, “isexpected”, “budget”, “scheduled”, “estimates”, “forecasts”, “intends”, “anticipates” or “does not anticipate”, or “believes”, or variation of such words and phrases or state that certain actions, events or results “may”, “could”, “should”, “would”, “might” or“will” be taken, occur or be achieved. Forward-looking statements involve known and unknown risks, uncertainties and other factors which may cause the actual results, performance or achievements of Teck to be materially different from any futureresults, performance or achievements expressed or implied by the forward-looking statements. These forward-looking statements include statements relating to management’s expectations with respect to: future value catalysts; the intention torepurchase Class B shares and amount of Class B shares to be repurchased under the additional share buyback; production, supply, demand and outlook regarding coal, copper, zinc and energy for Teck and global markets generally; expectedannualized EBITDA and other benefits that will be generated from our RACE21TM innovation-driven efficiency program and the associated implementation costs; projected and targeted operating and capital costs; expected EBITDA margins at ouroperations; future value from QB2/QB3; Teck’s share of remaining equity capital and timing of contributions relating to our QB2 project; all projections and expectations regarding QB2 and QB3, including, but not limited to, those set out in the "QB2Value Creation" and “Quebrada Blanca” Appendix (including, but not limited to, statements that QB2 will be a world class, low cost copper opportunity, statements and expectations regarding the value and amount of contingent consideration, timingof first production, long-life and expansion potential, projected IRR, QB2 throughput, mine life, projected copper production including Teck’s pro-forma copper exposure estimates, strip-ratios, costs (including C1 and AISC), reserves and resources,construction schedule and ownership of pipelines and port facilities, expansion and extension potential, Teck’s expectations around how it will fund QB2 development costs and its expectation that its solid financial position and return of cash toshareholders will be maintained throughout QB2 construction, Teck’s expectation that it will have significant free cash flow between 2018 and 2020, and all other economic and financial projections regarding the QB2 project and Teck’s contributionsthereto including expected EBITDA from the project); long-term strategy; anticipated capital allocation; our sustainability strategy and the targets, goals and expectations relating thereto; the long life of our projects and operations, their positioning onthe cost curve and the low risk of the jurisdictions in which they are located; mine life estimates; commodity price leverage; our reserve and resource estimates; potential growth options; all guidance including but not limited to production guidance,sales and unit cost guidance and capital expenditures guidance; future commodity prices; the benefits of our innovation strategy and initiatives described under the “Innovation” Appendix and elsewhere, including regarding smart shovels,autonomous haul trucks and artificial intelligence, and the savings potential associated therewith; the coal market generally; growth potential for our steelmaking coal production, including our expectation that our coal reserves support approximately27-28 million tonnes of production in 2020 and beyond; strip ratios; potential costs and savings associated with saturated rock fills and the expectation that saturated rock fills have the potential to replace or augment AWTFs in the future; capital costsfor water treatment; port capacity increases; the copper market generally; copper growth potential and expectations regarding the potential production profile of our various copper projects; our Highland Valley Copper 2040 Project; our ProjectSatellite projects including future spending and potential mine life; the zinc market generally; anticipated zinc production, capital investments and costs; our potential zinc projects; the energy market generally; anticipated Fort Hills production andcost estimates and debottlenecking opportunities; potential benefits and capacity increase from debottlenecking opportunities at Fort Hills and costs associated with debottlenecking; production estimates and timing for regulatory approvals at Frontierand Lease 421; the expectation that Fort Hills will provide free cash flow for decades and a steady and reliable cash flow; potential for longer term expansion opportunities at Fort Hills and associated costs; the low carbon intensity of Fort Hills;statements regarding liquidity and availability of credit facilities; Teck’s capital priorities and objectives of its capital allocation framework, including with respect to its dividend policy and maintenance of investment grade metrics; and exchange rates.Our anticipated RACE21TM related EBITDA improvements and associated costs assume that the relevant projects are implemented in accordance with our plans and budget, and are based on current commodity price assumptions and forecast salevolumes.The forward-looking statements in these slides and accompanying oral presentation are based on numerous assumptions, and actual results may vary materially. These assumptions include, but are not limited to, assumptions regarding: generalbusiness and economic conditions; the supply and demand for, deliveries of, and the level and volatility of prices of, zinc, copper and coal and other primary metals and minerals as well as oil, and related products; the supply and demand for ourblended bitumen; the timing of the receipt of regulatory and governmental approvals for our development projects and other operations, including our QB2 and QB3 projects; our production and productivity levels, as well as those of our competitors;our anticipated costs of development and production; power prices; continuing availability of water and power resources for our projects and operations; market competition; the accuracy of our reserve and resources estimates (including with respectto size, grade and recoverability) and the geological, operational and price assumptions on which these are based; conditions in financial markets generally; the future financial performance of the company; our ability to attract and retain skilled staff;our ability to procure equipment and operating supplies in sufficient quantities and on a timely basis; positive results from the studies on our expansion projects; our product inventories; our ability to secure adequate transportation for our products;our ability to obtain permits for our operations and expansions; our ongoing relations with our employees and business partners and joint venturers; interest rates; acts of foreign and domestic governments; the timing of development of ourcompetitors’ projects; and the impact of changes in the Canadian – U.S. dollar and other foreign exchange rates on our costs and results.Statements regarding returns of cash to shareholders include assumptions regarding our future business and prospects and other uses for cash or retaining cash. Payment of dividends is in the discretion of the board of directors. Statementsregarding our reserve and resource life estimates assume the mine life of longest lived resource in the relevant commodity is achieved, assumes production at planned rates and in some cases development of as yet undeveloped projects andassumes resources are upgraded to reserves and that all mineral and oil and gas reserves and resources could be mined. Management’s expectations of mine life are based on the current planned production rates and assume that all reserves andresources described in this presentation are developed. Assumptions regarding our potential reserve and resource life assume that all resources are upgraded to reserves and that all reserves and resources could be mined. Our estimated profit andEBITDA and EBITDA sensitivity estimates are based on the commodity price and assumptions stated on the relevant slide or footnote, as well as other assumptions including foreign exchange rates. Cost statements are based on assumptions notedin the relevant slide or footnote. Statements regarding future production are based on the assumption of project sanctions and mine production. Our Elk Valley Water Quality Plan statements are based on assumptions regarding the effectiveness ofcurrent technology, and that it will perform as expected. Statements concerning future production costs or volumes are based on numerous assumptions of management regarding operating matters and on assumptions that demand for productsdevelops as anticipated, that customers and other counterparties perform their contractual obligations, that operating and capital plans will not be disrupted by issues such as mechanical failure, unavailability of parts and supplies, labour

Caution Regarding Forward-Looking Statements

3

disturbances, interruption in transportation or utilities, adverse weather conditions, and that there are no material unanticipated variations in the cost of energy or supplies.Statements regarding anticipated steelmaking coal sales volumes and average steelmaking coal prices depend on timely arrival of vessels and performance of our steelmaking coal-loading facilities, as well as the level of spot pricing sales.All QB2 economic analysis assume the inferred resources in the Sanction Case and inferred resources are considered too geologically speculative to be economic. Forward-looking statements relating to the timing and amount of Teck’s equitycontributions for QB2 assume that the project spending does not increase and contributions are required in accordance with the current project schedule. All QB2 mining and economic projections (including QB2 mine life, throughput, timing of firstproduction, amount of production, costs (including C1 and AISC), expected EBITDA from the project) and projected capital intensity figures depend on the QB2 project coming into production in accordance with the current budget and projectschedule. Forward looking statements regarding the amount of pro forma copper produced from QB2 depends on Teck achieving its projected copper production targets for 2021 and QB2 producing as expected. The unescalated contributions andcapital requirements for QB2 do not include a number of variables that are described in the footnotes to the disclosure and could be greater once those variables are taken into account. The final amount of the US$50 million contingent payment istied to throughput and depends on achieving certain throughput targets by December 31, 2025 and is subject to reduction in the event that certain throughput and recovery targets are not achieved. The amount of the contingent payment regardingQB3 depends on a sanction decision being made by December 31, 2031 and may also be reduced if certain throughput and recovery targets on QB2 are not achieved. Assumptions are also included in the footnotes to various slides. The foregoinglist of assumptions is not exhaustive.Factors that may cause actual results to vary materially include, but are not limited to: changes in commodity and power prices; changes in market demand for our products; changes in interest and currency exchange rates; acts of foreign anddomestic governments; the outcome of legal proceedings; inaccurate geological and metallurgical assumptions (including with respect to the size, grade and recoverability of reserves and resources); unanticipated operational difficulties (includingfailure of plant, equipment or processes to operate in accordance with specifications or expectations, cost escalation, unavailability of materials and equipment, government action or delays in the receipt of government approvals, industrialdisturbances or other job action, adverse weather conditions and unanticipated events related to health, safety and environmental matters); any change or deterioration in our relationships with our joint venture partners; union labour disputes;political risk; social unrest; consequences of climate change; changes in laws or regulations or enforcement thereof; development and use of new technology; failure of customers or counterparties (including but not limited to rail, port, pipeline andother logistics providers) to perform their contractual obligations; changes in our credit ratings or the financial market in general; unanticipated increases in costs to construct our development projects; difficulty in obtaining permits or securingtransportation for our products; inability to address concerns regarding permits of environmental impact assessments; changes in tax benefits or tax rates; resolution of environmental and other proceedings or disputes; and changes or deteriorationin general economic conditions. We will not achieve the maximum mine lives of our projects, or be able to mine all reserves at our projects or operations, if we do not obtain relevant permits for our operations. Our Fort Hills and Antamina operationsare not controlled by us, as a result the actions of our partners may affected anticipated outcomes. NuevaUnión and our Galore Creek project are each 50% owned by us and the timing of development may be impacted by the actions of our partner.Unanticipated technology or environmental interactions could affect the effectiveness of our Elk Valley Water Quality Plan strategy. Purchases of Class B shares under the normal course issuer bid may be impacted by, amount other things,availability of Class B shares, share price volatility, and availability of funds to purchase shares.We assume no obligation to update forward-looking statements except as required under securities laws. Further information concerning assumptions, risks and uncertainties associated with these forward-looking statements and our business canbe found in our most recent Annual Information Form, as well as subsequent filings of our management’s discussion and analysis of quarterly results and other subsequent filings, all filed under our profile on SEDAR (www.sedar.com) and onEDGAR (www.sec.gov).Scientific and technical information regarding our material mining projects in this presentation was approved by Mr. Rodrigo Alves Marinho, P.Geo., an employee of Teck. Mr. Marinho is a qualified person, as defined under National Instrument (NI)43-101.

QB2 Project DisclosureAll economic analysis with respect to the QB2 project based on a development case which includes inferred resources within the life of mine plan, referred to as the Sanction Case, which is the case on which Teck is basing its development decisionfor the QB2 project. Inferred resources are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves. Inferred resources are subject to greateruncertainty than measured or indicated resources and it cannot be assumed that they will be successfully upgraded to measured and indicated through further drilling. Nonetheless, based on the nature of the mineralization, Teck has used a mineplan including inferred resources as the development mine plan for the QB2 project.The economic analysis of the Sanction Case, which includes inferred resources, may be compared to economic analysis regarding a hypothetical mine plan which does not include the use of inferred resources as mill feed, referred to as the ReserveCase, and which is set out in Appendix slides “QB2 Project Economics Comparison” and “QB2 Reserves and Resources Comparison” and is further discussed in our Annual Information Form filed under our profile on SEDAR (www.sedar.com) andon EDGAR (www.sec.gov).The scientific and technical information regarding the QB2 project was prepared under the supervision of Rodrigo Marinho, P. Geo, who is an employee of Teck. Mr. Marinho is a qualified person, as defined under National Instrument 43-101.

http://www.sedar.com/

http://www.sec.gov/


http://www.sec.gov/

Milestones Achieved

Solid Foundation

Future Value Catalysts

A Transformational Time for Teck

4

• QB2 permit received, sanctioning announced and partnership closed

• Fort Hills ramp up• Waneta sale closed• Returned to investment

grade credit rating

• Quality operating assets in stable jurisdictions

• Strong financial position• Sustainability leader

• Positioned for cash returns to shareholders

• QB2/QB3• Transformation

through innovation: RACE21TM

Capital Allocation Framework

Recent Highlights

• Updated capital allocation framework and increased share buyback by $600 million to $1 billion

• BC Government has endorsed the use of saturated rock fills for water treatment at our steelmaking coal operations

• Implementing our RACE21TM innovation-driven efficiency program to generate an initial expected $150 million in annualized EBITDA1 improvements by year end

• In addition‒ US$2.5 billion QB2 project finance facility signed ‒ Redeemed US$600 million of 8.5% 2024 notes‒ Announced the decision not to proceed with the MacKenzie Redcap

extension at Cardinal River Operations‒ QB2 critical path construction activities on track‒ 4th on the Best 50 Corporate Citizens in Canada ranking by

Corporate Knights

5

Capital Allocation Framework

6

1. For this purpose, we define available cash flow as cash flow from operating activities after interest and finance charges, lease payments and distributions to non-controlling interests less: (i) sustaining capital and capitalized stripping; (ii) committed enhancement and growth capital; (iii) any cash required to adjust the capital structure to maintain solid investment grade credit metrics; and (iv) our base $0.20 per share annual dividend. Proceeds from any asset sales may also be used to supplement available cash flow. Any additional cash returns will be made through share repurchases and/or supplemental dividends depending on market conditions at the relevant time.

BASE DIVIDEND

COMMITTED ENHANCEMENT

& GROWTH CAPEX

CAPITAL STRUCTURE

SUSTAINING CAPEX

(including stripping)

SUPPLEMENTAL SHAREHOLDER DISTRIBUTIONS

plus at least 30%

The balance of remaining cash is available to finance further enhancement or growth opportunities.

If there is no immediate need for this capital for investment purposes, it may be used for further returns to shareholders or retained as cash on the balance sheet.

Available Cash Flow1

Strong Track Record of Returning Cash to Shareholders~$6.1 billion returned from January 1, 2003 to June 30, 20191

7

Dividends1

• $4.3 billion since 2003• ~27% of free cash flow in

the last 15 years

Share Buybacks1

• $1.8 billion since 2003• ~11% of free cash flow in

the last 15 years

Disciplined Approach to M&A

8

CdA Gold Stream1, $206M Project Corridor

/Nueva Union, $0

Antamina Silver Stream2

$795M

Osisko Royalty

Package, $28M

Sandstorm Royalty

Package3

$32M

HVC Minority, ($33M)

Teena Minority4, ($11M)

AQM Copper, ($25M)

Wintering Hills, $59M

San Nic Minority5, ($65M)

IMSA’s stake in QB, ($208M)

Waneta Dam, $1,200M

QB2 Divestment

(30%)6

$1,072M

($500)

$0

$500

$1,000

$1,500

July

10

Aug

27

Oct

7

Oct

25

Jan

19

July

5

Oct

18

Nov

21

Jan

26

Oct

18

Apr 4

Jul 2

6

Mar

29

2015 2016 2017 2018 2019

• Total net proceeds of C$3.1 billion • Balance sheet strengthened by divestment of non-core assets at high EBITDA7 multiples• Modest housekeeping acquisitions to consolidate control of attractive copper and zinc

development assets

Recent Transaction History (Net Proceeds (Cost) in C$M)

RACE21TM

• Looks across the full value chain, from mine to port

• Leverages existing, proven technology to improve productivity and lower costs

• Focused on delivering significant value by 2021- 2019: Expansion of programs such as

predictive maintenance, use of mining analytics, and processing improvements

9

Accelerating Our RACE21TM Innovation-Driven Efficiency Program

Expect to generate an initial $150 million in annualized EBITDA1 improvements by year end

Steelmaking Coal Market Remains Balanced

• Growing demand, especially in India and Southeast Asia

• Capital markets are rationing capital to coal, which is directed at thermal coal but impacts steelmaking coal; will constrain supply and increase the value of existing assets

• Investment remains modest, permitting is challenging

• Chinese safety checks restrict domestic production

• Teck’s steelmaking coal sales to China declined from ~30% in 2013 to ~10% in 2018, and could be below 10% in 2019. In the same period, our sales to India increased from ~5% to ~15%

10

Steelmaking coal price averaged US$182/t, or US$200/t on an inflation-adjusted basis,

from January 1, 20081

Declining Coal Price Volatility1 (US$/t)

50

100

150

200

250

300

Argus FOB Australia 12-Month Moving Average

Strong Fundamentals in Copper and Zinc

Copper Zinc

• Market fundamentally in deficit for next 2 years• Global macro concerns impacting demand

assumptions and prices• Concentrate market tightness increasing as

mine growth slows and new smelter capacity increases in China

• Scrap availability constrained due to environmental concerns in China

• Mine growth to resume in 2021; peak in 2023• Longer term mega-trends supportive of demand

• Global concentrate market in surplus, under constrained smelter production

• Smelter bottleneck constraining refined production in China

• Metal inventories remain well below long term averages

• Physical metal market remains comfortably supplied

• Trade tensions undermine zinc price; small high cost miners now under pressure

11

Quality Long Life Operating Assets In stable jurisdictions

12

Steelmaking CoalElk Valley Mines in B.C.

ZincRed Dog in Alaska

• High quality steelmaking coal

• Low carbon intensity• ~$25 billion of Adjusted

EBITDA since the Fording acquisition1

• EBITDA margin 50%2

• Bottom quartile of cost curve

• Strong market position• Outstanding potential

at Aktigiruq• Red Dog EBITDA

margin of 40%2

CopperAntamina in PeruHighland Valley in B.C.Carmen de Andacollo in Chile

• Competitive cost• Low carbon intensity• QB2 in construction• Growth options: QB3,

Project Satellite, NuevaUnión

• EBITDA margin of 62%2

EnergyFort Hills in Alberta

• Higher quality, lower carbon intensity product

• Low operating costs• Full production in Q4 2018• Evaluating future

debottlenecking opportunities of 10-20%

Foundation of Sustainability

Low Cost, Low Carbon Producer

• Among world’s lowest GHG intensity for steelmaking coal and copper production

• Fort Hills – one of the lowest carbon intensities among North American oil sands producers on a wells-to-wheels basis

• Progressive carbon pricing already built into majority of business

• Well-positioned for a low-carbon economy

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GHG Emissions Intensity Ranges Among ICMM Members1 (kgCO2e per tonne of product)

Teck in bottom quartile for

miners

Copper Coal

Teck has a comprehensive systems and procedures in place based on six pillars:

Full emergency preparedness plans are in place at relevant facilities.

Management and emergency response aligned with Mining Association of Canada Towards Sustainable Mining Protocols.

Dam Safety Inspection reports for Teck facilities available online

1. Special review by external experts - Confirmed no immediate or emerging

issues that could result in failure- Confirmed Teck tailings management

practices industry leading

2. Supporting industry-wide improvements- ICMM-UN-PRI global tailings standard

3. Enhanced transparency & disclosure- Facilities inventory posted- Detailed response to Church of England

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Responsible Tailings Management

Further Tailings Governance Steps

1. Surveillance Technology

2. Staff Inspections3. Annual External

Inspections

4. Internal Review5. Detailed Third-Party

Reviews6. Independent Review

Boards

Related SASB1 Metric: EM-MM-150a.1 | Link to Data

https://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/tailings-&-mine-waste-and-environmental-management/

QB2 Value Creation

Delivers on Copper Growth Strategy• Rebalances Teck's portfolio over time to make

the contribution from copper similar to steelmaking coal

• World class, low cost copper opportunity in an excellent geopolitical jurisdiction

• First production in late 2021• Very attractive IRR1

‒ At US$3.00/lb copper, unlevered IRR is 19% and levered IRR is 30%

• Vast, long life deposit with expansion potential (QB3)

15

Based on Sanction Case (Including 199 Mt Inferred Resources) Refer to “QB2 Project Economics Comparison” and “QB2 Reserves and Resources Comparison” slides for Reserve Case (Excluding Inferred Resources)The description of the QB2 project Sanction Case includes inferred resources that are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves. Inferred resources are subject to greater uncertainty than measured or indicated resources and it cannot be assumed that they will be successfully upgraded to measured and indicated through further drilling.

Low Strip Ratio2

QB2 (0.7:1)

Antamina (2.9:1)3

Collahuasi (3.4:1)3

Escondida (2.6:1)3

A Transformational Time for Teck

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Future Value Catalysts

Compelling Value

Positioned For Cash Returns to Shareholders

Transformation Through Innovation: RACE21TM

Growth Through QB2/QB3 Execution

Appendix

Notes

Slide 7: Strong Track Record of Returning Cash to Shareholders1. From January 1, 2003 to June 30, 2019. Free cash flow is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 8: Disciplined Approach to M&A 1. Carmen de Andacollo gold stream transaction occurred in USD at US$162 million.2. Antamina silver stream transaction occurred in USD at US$610 million.3. Sandstorm royalty transaction occurred in USD at US$22 million.4. Teena transaction occurred in AUD at A$10.6 million.5. San Nicolàs transaction occurred in USD at US$50 million.6. QB2 Partnership (sale of 30% interest of project to Sumitomo; SMM and SC) for total consideration of US$1.2 billion, including US$800 million earn-in and US$400 million matching contribution; converted at FX of 1.34 on March 29, 20197. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 10: Steelmaking Coal Market Remains Balanced1. Average steelmaking coal prices are calculated from January 1, 2008. Inflation-adjusted prices are based on the US Consumer Price Index. Source: Argus, FIS, Teck. Plotted to August 2, 2019.Slide 12: Quality Long Life Operating Assets1. Adjusted EBTIDA generated from October 1, 2008 to June 30, 2019. This reflects the change in accounting policy to capitalize stripping from January 1, 2013. Waste rock stripping costs incurred in the production phase of a surface mine are

recorded as capitalized production stripping costs within property, plant and equipment when it is probable that the stripping activity will improve access to the orebody when the component of the orebody or pit to which access has beenimproved can be identified, and when the costs relating to the stripping activity can be measured reliably. When the actual waste-to-ore stripping ratio in a period is greater than the expected life-of-component waste-to-ore stripping ratio for thatcomponent, the excess is recorded as capitalized production stripping costs. Adjusted EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.

2. Six months ended June 30, 2019. EBITDA margin is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 13: Low Cost, Low Carbon Producer1. The cost of carbon pricing: competitiveness implications for the mining and metals industry. ICMM.Slide 14: Responsible Tailings Management1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/ Slide 15: QB2 Value Creation1. As at January 1, 2019. Assumes optimized funding structure. Does not include contingent consideration. Assumes US$10.00/lb molybdenum and US$18.00/oz silver. 2. 1 truck = a strip ratio of 0.1.3. Source: Wood Mackenzie over 2021-2040.

18

https://www.sasb.org/

Quebrada Blanca

QB2 Project Disclosure

All economic analysis with respect to the QB2 project based on a development case which includes inferred resources within the life of mine plan, referred to as the Sanction Case, which is the case on which Teck is basing its development decisionfor the QB2 project. Inferred resources are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves. Inferred resources are subject to greateruncertainty than measured or indicated resources and it cannot be assumed that they will be successfully upgraded to measured and indicated through further drilling. Nonetheless, based on the nature of the mineralization, Teck has used a mineplan including inferred resources as the development mine plan for the QB2 project.The economic analysis of the Sanction Case, which includes inferred resources, may be compared to economic analysis regarding a hypothetical mine plan which does not include the use of inferred resources as mill feed, referred to as the ReserveCase, and which is set out in Appendix slides “QB2 Project Economics Comparison” and “QB2 Reserves and Resources Comparison” and is further discussed in our Annual Information Form filed under our profile on SEDAR (www.sedar.com) andon EDGAR (www.sec.gov).The scientific and technical information regarding the QB2 project was prepared under the supervision of Rodrigo Marinho, P. Geo, who is an employee of Teck. Mr. Marinho is a qualified person, as defined under National Instrument 43-101.

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http://www.sec.gov/

QB2 Project Update1

Engineering1

~92%

Procurement1

~88%

Contracting1

~96% Concentrator - Grinding Area. June 2019.

Workforce4

~3,100

Capital Costs1

Progress1

14.4%Overall

21

US$330M2Expenditures year-to-date

~60%3 Of total capital committed

QB2 Transaction Terms

22

UpfrontConsideration

• Total contribution of US$1.2 billion into the QB2 project for a 30% interest- US$800 million earn-in contribution- US$400 million matching contribution

Contingent Consideration1

• US$50 million to Teck on QB2 achieving mill throughput optimization target of 154 ktpd

• 12% of the incremental QB3 expansion NPV upon sanction- 8% contingent earn-in contribution- 4% matching contribution

Post-TransactionProject Ownership

• 60% Teck / 30% Sumitomo / 10% ENAMI- 25% Sumitomo Metal Mining- 5% Sumitomo Corporation

Capital Cost Funding

• US$2.5 billion project financing• Remaining capital cost funded two-thirds by Teck, one-third by Sumitomo• ENAMI has 10% non-funding interest

Closing • Transaction effective date January 1, 2019• Closed March 29, 2019

QB2 Rebalances Teck’s PortfolioDelivers on copper growth strategy

• Rebalances Teck's portfolio over time to make the contribution from copper similar to steelmaking coal

• On a consolidated basis copper production is doubled

• On an attributable basis copper production increases by ~60%

• Based on expected long term prices for copper and steelmaking coal, increased copper production could reduce steelmaking coal to below 50% of EBITDA over time

• QB3 and other copper development projects could further increase copper exposure and diversification

23


294

174

116

2018A Pro Forma

QB2 Consolidated(100%)

QB2 Attrib. (60%)

Teck 2018A

2

Teck's Annual Copper Production (kt Cu)

290 kt2

1

2941

584

QB2 Project HighlightsWorld class development

• Vast, long life deposit in favourable jurisdiction

• Will be a top 20 producer• Very low strip ratio• Low all-in sustaining costs (AISC1) • High grade, clean concentrates• Significant brownfield development• Permitted; construction underway• Community agreements in place and strong

local relationships • Expansion potential (QB3) with potential to

be a top 5 producer

24

Reserve and Resource Tonnage (Mt)

Teck's Annual Copper Production (kt Cu)

1,202 1,259 1,202

1,325 1,472199

2,1413,393

Sanction CaseMine PlanTonnage

2017 AnnualInformation Form

2018 UpdatedResourceTonnage

Inferred

M&I (Exclusive)

P&P

<25% of current Reserve and

Resource Tonnage

2

+40%

294

174

116

2018A Pro Forma

QB2 Consolidated(100%)

QB2 Attrib. (60%)

Teck 2018A

5290 kt4

4

2943

584

QB2 is a World Class Copper Opportunity

25


Project Metrics1

(100%)US$2.4-$4.2B

After-Tax NPV8%2,3

14%-18%Unlevered After-Tax IRR2,3

US$1.1-$1.4BFirst 5 Full Years Annual EBITDA2

316 ktFirst 5 Full Years Annual CuEq Production4

US$1.28/lbFirst 5 Full Years C1 Cash Cost (net of by-products)5

US$1.38/lbFirst 5 Full Years AISC (net of by-products)6

QB2 Uses <25% of R&RContinuing to Grow

US$4.7BCapital Cost (100%)7

TransactionMetrics1

~US$3BImplied Value of Teck's 90% Ownership

Prior to Sumitomo Transaction8

30%-40%Teck's Levered After-Tax IRR Post Transaction2,3,9

Prudent Balance Sheet Management Through QB2

Maintaining Solid Financial Position QB2 Development Funding• Teck intends to fund its share of required equity

capital through cash on hand and free cash flow − No cash requirement from Teck post closing until

late 20201

− Significant free cash flow anticipated between 2018 and 2020

− Significant liquidity− No significant note maturities to 2035

• Transaction preserves Teck's solid financial position and ability to return cash to shareholders through QB2 construction

26

QB2 Capital Costs Before Escalation2 (US$M)After transaction proceeds and project financing, Teck's share

of remaining equity capital before escalation is only

approximately US$693 million3

QB2 CapitalCost

Contributionfrom Sumitomo

Project Finance RemainingSumitomo

Equity

RemainingTeck Equity

4,7392 (1,200)

(2,500)

(346)6933

473228236

1,782 683

2019E PreClose

2019E PostClose

2020E 2021E 2022E

Teck Contribution Sumitomo Contribution Project Finance

Increasing Teck's Returns on QB2

Enhancing IRR Reducing Teck's Equity Contributions

27


Teck's Post Transaction After-Tax IRR1 (%)

19%

30%21%

35%

24%

40%

Unlevered LeveredUS$3 US$3.25 US$3.50

• Transaction with Sumitomo and US$2.5 billion project financing significantly enhances Teck's IRR

• Transaction proceeds and project financing reduce Teck's equity contributions to ~US$693 million3 with no contributions required post-closing until late 20204

QB2 Funding Profile Before Escalation2 (US$M)

Sumitomo true-up post

closing

$138

$1,062

$2,052

$1,392

$95

QB2’s Competitive Cost Position

Competitive Operating Cost & Capital Intensity Low Cash Cost Position

28


C1 Cash Cost3 & AISC4 Curve1 (US$/lb, 2023E)• Given the exceptionally low strip ratio, consistent grade profile, compact site layout, and high level of automation, QB2 is expected to have attractive and relatively stable operating costs

• Exceptional strip ratio of 0.70 LOM, meaning for every one tonne of ore mined, only 0.70 tonnes of waste need to be mined (0.44 over first 5 full years)− Compares to other world class asset strip ratios of 3.5

for Antamina, 3.1 for Collahuasi, and 2.5 for Escondida1

− Major benefit to sustaining capital since it reduces mobile fleet size and replacement costs

• Capital intensity of ~US$15k/tpa copper equivalent is in line or lower than recent comparably sized projects with the ability to amortize these costs over a very long mine life2

Antamina

Escondida

Collahuasi

-

0.50

1.00

1.50

2.00

2.50

3.00

3.50

- 25% 50% 75% 100%

US$/

lb

Cumulative Paid Metal (%)

AISC C1 Cash Cost

QB2(first 5 full years)

US$1.38/lb

QB2(first 5 full years)

US$1.28/lb

Vast, Long Life Deposit at QB

QB2 Uses Less than 25% of R&R Extension Potential• Resource exclusive of Reserve increased 40% since

2017• Initial 28 year mine life processes <25% of the currently

defined Reserve and Resource Tonnage• Deposit is capable of supporting a very long mine life

based on throughput rate of 143 ktpd by utilizing further tailings capacity at already identified sites

• Actively evaluating potential options to exploit value of full resource through mill expansion and / or mine life extension

• Beyond the extensive upside included in the defined QB deposit, the district geology is highly prospective for exploration discovery and resource addition− Mineralization is open in multiple directions with

drilling ongoing

29.

1,202 1,259 1,202

1,325 1,472

199

2,1413,393

Sanction CaseMine PlanTonnage

2017 AnnualInformation Form

2018 UpdatedResourceTonnage

Inferred

M&I (Exclusive)

P&P

1

+40%

Reserve and Resource Tonnage (Mt)

<25% of current Reserve and

Resource Tonnage

QB3 – Long-Term Growth Expansion potential to realize full potential of the orebody

• QB2 utilizes less than 25% of resource • QB3 evaluating options to exploit the full value of the

resource through mill expansion and / or mine life extension• Ongoing work includes:

− ~18 km of drilling in 2018− 60 km of drilling planned for 2019− Scoping Study underway to be followed by a

Prefeasibility Study

30.

• 2018 drilling returned long intervals of +0.5% Cu, with predictable sulfide zonation patterns

Key Valuation Drivers• Defining the full size of the deposit through drilling• Proactive evaluation of long-term options for production• Maximizing the performance of the QB2 plant• Leveraging the QB2 infrastructure to target production

increases at a lower capital intensity

Copper Mineralization from 2018 Drilling1

Clear Path to Production at QB2

Construction Approach Operational Readiness• Key project elements are segregated by area and can be managed more

efficiently reducing risk:

– Open pit mine (120 Mtpa peak);

– Concentrator (143 ktpd);

– Tailings storage facility (1.4 Bt capacity);

– Concentrate and water supply pipelines (165 km); and

– Port facility (including a desalination plant and concentrate filtration plant)

• QB will own and operate its pipelines and port facilities

31

• Early focus on operational readiness and commissioning to ensure a seamless transition to operations

• Organizational design incorporating Integrated Operations and Business Partner Model

– Driving value by linking process, people and workplace design

• Engagement of experienced consultants to support detailed plan development and execution, integrated operations design and systems, and commissioning planning

Port and Desalination

Power

PipelinesTMF

Mill Mine

Water Pipeline Concentrate Pipeline Power Line Roads

Execution Readiness at QB2Experienced project team including Bechtel, a leading EPCM company

32

Name Title Years of Experience Major Project Experience

Karl Hroza Project Director 25+ Sturgeon Refinery, El Morro, Koniambo, Fort Hills, Ravensthorpe

Sergio Vives Director, Environment and Permitting 20+ Pascua Lama, Los Pelambres, Chuquicamata and Codelco Smelting

Grant McLaren Site Manager 35+ Escondida (Phase IV, North satellite), Cerrejon P40 Expansion, Olympic Dam

Carlos Opazo Concentrator Manager 25+ Fort Hills, Carmen de Andacollo, Los Pelambres, El Abra, Escondida, Chuquicamata, CAP Iron Ore, MCC, Millennium Coker Unit – U and O

Francisco Raynaud Port Area Manager 25+ Escondida, To-2 – Codelco

Andrés Corbalan Engineering Manager 25+ El Abra, Los Pelambres

Dale Webb Operations Readiness General Manager 20+ QB1, Trail Operations

Name Title Years of Experience Major Project Experience

Jim McCloud Project Manager 25+ El Abra, Radomiro Tomic, Collahuasi, Escondida (EWS), Los Pelambres, Yanacocha, Antamina, Antapaccay

Carlos Ruiz Deputy Project Manager 25+ Escondida (EWS, OGP1, OLAP, Laguna Seca Debottlenecking), Los Bronces

Sergio Baldini Senior Site Manager 20+ Escondida (EWS, OGP1), Antapaccay

Eduardo Rochna Project Controls Manager 18+ Los Pelambres Repower I and II projects, Antapaccay

Jorge Kettlun Contracts Manager 25+ Escondida (EWS, OGP1), Los Bronces, Los Pelambres Repower II projects

Edgar Gomez Engineering Manager 25+ Escondida (OGP1), Andina Development Project (PDA) Phase I, Codelco PTMP,Los Pelambres Repower I, Collahuasi Ujina Rosario, Antamina, Goro Nickel

Teck Owner's Team

Bechtel Management Team

QB2 Project Economics Comparison

33The description of the QB2 project Sanction Case includes inferred resources that are considered too speculative geologically to have the economic considerations applied to them that would enable them to be categorized as mineral reserves. Inferred resources are subject to greater uncertainty than measured or indicated resources and it cannot be assumed that theywill be successfully upgraded to measured and indicated through further drilling.

Mine Life years 25 28 28Throughput ktpd 140 143 143LOM Mill Feed Mt 1,259 1,400 1,400Strip Ratio

First 5 Full Years 0.40 0.16 0.44LOM 0.52 0.41 0.70

Copper ProductionFirst 5 Full Years ktpa 275 286 290LOM ktpa 238 228 247

Copper Equivalent ProductionFirst 5 Full Years ktpa 301 313 316LOM ktpa 262 256 279

C1 Cash CostFirst 5 Full Years US$/lb $1.28 $1.29 $1.28LOM US$/lb $1.39 $1.47 $1.37

AISCFirst 5 Full Years US$/lb $1.34 $1.40 $1.38LOM US$/lb $1.43 $1.53 $1.42

Annual EBITDAFirst 5 Full Years US$B $1.0 $1.0 $1.1LOM US$B $0.8 $0.7 $0.9

NPV @ 8% US$B $1.3 $2.0 $2.4IRR % 12% 13% 14%Payback Period years 5.8 5.7 5.6Mine Life / Payback 4.3 4.9 5.0

SanctionCase

ReserveCase

2016 FS(Reserves)

Afte

r-Ta

xEc

onom

ics

Gen

eral

Ope

ratin

g M

etric

s(A

nnua

l Avg

.)

4

6

5

2

2

2

2

2

7 8

3

2

11

Sensitivity Analysis1Changes Since Feasibility Study1

RESERVE CASE8 US$3.00 US$3.25 US$3.50

Annual EBITDA (US$B)

First 5 Full Years $1.0 $1.2 $1.3


Payback Period (Years)6 5.7 5.0 4.4

NPV at 8% (US$B) $2.0 $2.9 $3.7

Project Unlevered IRR (%) 13% 16% 17%

Teck’s Unlevered IRR (%)9 18% 21% 23%

Teck’s Levered IRR (%)10 29% 35% 40%

SANCTION CASE8 US$3.00 US$3.25 US$3.50

Annual EBITDA (US$B)



Payback Period (Years)6 5.6 4.9 4.4

NPV at 8% (US$B) $2.4 $3.3 $4.2

Project Unlevered IRR (%) 14% 16% 18%

Teck’s Unlevered IRR (%)9 19% 21% 24%

Teck’s Levered IRR (%)10 30% 35% 40%

QB2 Reserves and Resources Comparison

Reserve Case (as at Nov. 30, 2018)1,2 Sanction Case (as at Nov. 30, 2018)2,4

34

RESERVES Mt Cu Grade %

Mo Grade %

Silver Grade ppm

Proven 409 0.54 0.019 1.47

Probable 793 0.51 0.021 1.34

Reserves 1,202 0.52 0.020 1.38

RESOURCES(EXCLUSIVE OF

RESERVES)Mt Cu

Grade %Mo

Grade %Silver Grade ppm

Measured 36 0.42 0.014 1.23

Indicated 1,436 0.40 0.016 1.13

M&I (Exclusive) 1,472 0.40 0.016 1.14

Inferred 3,194 0.37 0.017 1.13

+ Inferred in SC pit 199 0.53 0.022 1.21

RESERVES Mt Cu Grade %

Mo Grade %

Silver Grade ppm

Proven 476 0.51 0.018 1.40

Probable 924 0.47 0.019 1.25

Reserves 1,400 0.48 0.018 1.30

RESOURCES(EXCLUSIVE OF

RESERVES)Mt Cu

Grade %Mo

Grade %Silver Grade ppm

Measured 36 0.42 0.014 1.23

Indicated 1,558 0.40 0.016 1.14

M&I (Exclusive) 1,594 0.40 0.016 1.14

Inferred 3,125 0.38 0.018 1.15

ENAMI Interest in QB

Organizational Chart• The government of Chile owns a 10% non-funding

interest in Compañía Minera Teck Quebrada Blanca S.A. (CMTQB) through its state-run minerals company, Empresa Nacional de Minería (ENAMI)

• ENAMI has been a partner at QB since 1989 and is a 10% shareholder of Carmen de Andacollo

• ENAMI is not required to fund QB2 development costs• Project equity funding in form of:

- 25% Series A Shares- 75% Shareholder Loans

• Until shareholder loans are fully repaid, ENAMI is entitled to a minimum dividend, based on net income, that approximates 2.0-2.5% of free cash flow- Thereafter, ENAMI receives 10% of dividends / free

cash flow• ENAMI is entitled to board representation

35.

CMTQB

TRCL

ENAMI

Teck

10%(Series B)

100%

90%(Series A)

JVCo

SMM

66.67%

100%

33.33%

SC

83.33% 16.67%

Chile HoldCo

QB1 / QB2 / QB3

Quebrada Blanca Accounting Treatment

Balance Sheet Cash Flow• 100% of project spending included in property, plant and

equipment• Debt includes 100% of project financing• Total shareholder funding to be split between loans and

equity approximately 75%/25% over the life of the project• Sumitomo (SMM/SC)1 contributions will be shown as

advances as a non-current liability and non-controlling interest as part of equity

• Teck contributions, whether debt or equity eliminated on consolidation

• 100% of project spending included in capital expenditures

• In 2019, Sumitomo1 contribution will recorded within financing activities and split approximately 50%/50% as:

‒ Loans recorded as “Advances from Sumitomo” ‒ Equity recorded as “Sumitomo Share

Subscriptions” • 100% of draws on project financing included in financing

activities• After start-up of operations

‒ 100% of profit in cash flow from operations‒ Sumitomo’s1 30% and ENAMI’s 10% share of

distributions included in non-controlling interest

36

Income Statement• Teck’s income statement will include 100% of QB’s

revenues and expenses• Sumitomo’s1 30% and ENAMI’s 10% share of profit will

show as profit attributable to non-controlling interests

Notes - Appendix: Quebrada Blanca

Slide 21: QB2 Project Update1. Project progress as at the end of June 2019 .2. Expenditures are quoted in millions of U.S. dollars at spot currency exchange rates from January 1, 2019. 3. Commitments to total budget based on the project exchange rate of 625 CLP:USD.4. Number of active workers versus employees on payroll. Slide 22: QB2 Transaction Terms1. Sumitomo has agreed to make a supplemental payment to Teck of US$50 million if QB2 project throughput reaches 154,000 tonnes per day prior to the earlier of the sanctioning of a major expansion or December 31, 2025. Expansion

contingent consideration is payable if project expansion sanction occurs before December 31, 2031 and Sumitomo elects to participate. If Sumitomo elects not to participate in the expansion, its interest in the joint venture will be diluted on a basis that effectively gives Teck 100% of the value of the expansion. Both these supplemental payments are subject to downward adjustment in the event that QB2 mill throughput and copper recoveries do not meet certain targets.

Slide 23: QB2 Rebalances Teck’s Portfolio1. We include 100% of the production and sales from QB and Carmen de Andacollo mines in our production and sales volumes because we fully consolidate their results in our financial statements. We include 22.5% of production and sales from

Antamina, representing our proportionate equity interest in Antamina. Copper production includes cathode production at QB.2. Based on QB2 Sanction Case first five full years of copper production.Slide 24: QB2 Project Highlights1. All-in sustaining costs (AISC) are calculated as C1 cash costs after by-product credits plus sustaining capital requirements. C1 cash costs are calculated after by-product credits assuming US$10.00/lb molybdenum and US$18.00/oz silver. Net

cash unit costs are consistent with C1 cash costs. C1 cash costs for QB2 include stripping costs during operations. Net cash unit cost, C1 cash cost and AISC are non-GAAP financial measures. See “Non-GAAP Financial Measures” slides.2. Resources figures as at November 30, 2018. Resources are reported separately from, and do not include that portion of resources classified as reserves. See “QB2 Reserves and Resources Comparison” slide for further details. 3. We include 100% of the production and sales from QB and Carmen de Andacollo mines in our production and sales volumes because we fully consolidate their results in our financial statements. We include 22.5% of production and sales from

Antamina, representing our proportionate equity interest in Antamina. Copper production includes cathode production at QB.4. Based on QB2 Sanction Case first five full years of copper production.Slide 25: QB2 is a World Class Copper Opportunity1. Unless otherwise stated, all metrics assume US$3.00/lb copper, US$10.00/lb molybdenum and US$18.00/oz silver. 2. Range based on US$3.00-$3.50/lb copper price. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.3. As at January 1, 2019. Assumes optimized funding structure.4. Copper equivalent production calculated assuming US$3.00/lb copper, US$10.00/lb molybdenum and US$18.00/oz silver without adjusting for payability.5. C1 cash costs are presented after by-product credits assuming US$10.00/lb molybdenum and US$18.00/oz silver. Net cash unit costs are consistent with C1 cash costs. C1 cash costs for QB2 include stripping costs during operations. Net cash

unit costs and C1 cash costs are non-GAAP financial measures. See “Non-GAAP Financial Measures” slides.6. All-in sustaining costs (AISC) are calculated as C1 cash costs after by-product credits plus sustaining capital requirements. C1 cash costs are described above. AISC is a non-GAAP financial measure. See “Non-GAAP Financial Measures”

slides.7. On a 100% go forward basis from January 1, 2019 in constant Q2 2017 dollars and a CLP:USD exchange rate of 625, not including escalation (estimated at US$300 - $470 million based on 2 - 3% per annum inflation), working capital or interest

during construction. Includes approximately US$500 million in contingency. At a spot CLP/USD rate of approximately 675 capital would be reduced by approximately US$270 million.8. The valuation of approximately ~US$3 billion for Teck’s 90% interest prior to the Sumitomo transaction is based on a transaction value of US$1 billion comprising an earn-in contribution of US$800 million and assumed contingent consideration

proceeds with a present value of approximately US$200 million. The undiscounted contingent consideration is estimated at US$300 million and comprises: (a) US$50 million relating to achieving the mill throughput optimization target as described in Note 1 on the “QB2 Transaction Terms” slide, assumed to be received in 2024; and (b) 8% of the net present value of the QB3 expansion at sanction, assuming an expansion sanctioned in 2024 which doubles QB2 throughput with further tailings facility construction deferred. At a real copper price of US$3.00/lb, the payment is estimated at approximately US$250 million. Using a real discount rate of 8%, the present value of the contingent consideration, based on the above assumptions is estimated at approximately US$200 million. This estimate is based on a number of significant assumptions in addition to those described above. There can be no assurance that the contingent consideration will approximate the amounts outlined above, or that it will be received at all.

9. Does not include contingent consideration.

37


Slide 26: Prudent Balance Sheet Management Through QB21. Assumes US$1.2 billion of Sumitomo contributions associated with purchase price spent before first draw of project finance facility. Thereafter, project finance facility used to fund all capital costs until target debt : capital ratio achieved on a

cumulative basis, after which point project finance and equity contributions are made ratably based on this same debt : capital ratio.2. On a 100% go forward basis from January 1, 2019 in constant Q2 2017 dollars and a CLP:USD exchange rate of 625, not including escalation (estimated at US$300 - $470 million based on 2 - 3% per annum inflation), working capital or interest

during construction. Includes approximately US$500 million in contingency. At a spot CLP/USD rate of approximately 675 capital would be reduced by approximately US$270 million3. On a go forward basis from January 1, 2019. Slide 27: Increasing Teck's Returns on QB21. As at January 1, 2019. Assumes optimized funding structure. Does not include contingent consideration. Assumes US$10.00/lb molybdenum and US$18.00/oz silver. 2. On a 100% go forward basis from January 1, 2019 in constant Q2 2017 dollars and a CLP:USD exchange rate of 625, not including escalation (estimated at US$300 - $470 million based on 2 - 3% per annum inflation), working capital or interest

during construction. Includes approximately US$500 million in contingency. At a spot CLP/USD rate of approximately 675 capital would be reduced by approximately US$270 million.3. On a go forward basis from January 1, 2019. 4. Assumes US$1.2 billion of Sumitomo contributions associated with purchase price spent before first draw of project finance facility. Thereafter, project finance facility used to fund all capital costs until target debt : capital ratio achieved on a

cumulative basis, after which point project finance and equity contributions are made ratably based on this same debt : capital ratio.Slide 28: QB2’s Competitive Cost Position1. Source: Wood Mackenzie.2. Based on first five full years of copper equivalent production. Copper equivalent production calculated assuming US$3.00/lb copper, US$10.00/lb molybdenum and US$18.00/oz silver without adjusting for payability. 3. C1 cash costs are presented after by-product credits assuming US$10.00/lb molybdenum and US$18.00/oz silver. Net cash unit costs are consistent with C1 cash costs. C1 cash costs for QB2 include stripping costs during operations. Net cash


slides.Slide 29: Vast, Long Life Deposit at QB1. Resources figures as at November 30, 2018. Resources are reported separately from, and do not include that portion of resources classified as reserves. See “QB2 Reserves and Resources Comparison” slide for further details.Slide 30: QB3 – Long-Term Growth1. DDH-756 @176.6m, Field of view 2cm.Slide 33: QB2 Project Economics Comparison1. All metrics on 100% basis and assume US$3.00/lb copper, US$10.00/lb molybdenum and US$18.00/oz silver unless otherwise stated. NPV, IRR and payback on after-tax basis.2. Life of Mine annual average figures exclude the first and last partial years of operations.3. Copper equivalent production calculated assuming US$3.00/lb copper, US$10.00/lb molybdenum and US$18.00/oz silver without adjusting for payability.4. C1 cash costs are presented after by-product credits assuming US$10.00/lb molybdenum and US$18.00/oz silver. Net cash unit costs are consistent with C1 cash costs. C1 cash costs for QB2 include stripping costs during operations. Net cash


slides.6. Payback from first production.7. Based on go-forward cash flow from January 1, 2017. Based on all equity funding structure.8. Based on go-forward cash flow from January 1, 2019. Based on optimized funding structure.9. Does not consider contingent consideration. 10. Includes impact of US$2.5 billion project financing. Does not consider contingent consideration. 11. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.

38


Slide 34: QB2 Reserves and Resources Comparison1. Mineral reserves are constrained within an optimized pit shell and scheduled using a variable grade cut-off approach based on NSR cut-off US$13.39/t over the planned life of mine. The life-of-mine strip ratio is 0.41.2. Both mineral resource and mineral reserve estimates assume long-term commodity prices of US$3.00/lb Cu, US$9.40/lb Mo and US$18.00/oz Ag and other assumptions that include: pit slope angles of 30–44º, variable metallurgical recoveries

that average approximately 91% for Cu and 74% for Mo and operational costs supported by the Feasibility Study as revised and updated.3. Mineral resources are reported using a NSR cut-off of US$11.00/t and include 23.8 million tonnes of hypogene material grading 0.54% copper that has been mined and stockpiled during existing supergene operations.4. Mineral reserves are constrained within an optimized pit shell and scheduled using a variable grade cut-off approach based on NSR cut-off US$18.95/t over the planned life of mine. The life-of-mine strip ratio is 0.70.5. Mineral resources are reported using a NSR cut-off of US$11.00/t outside of the reserves pit. Mineral resources include inferred resources within the reserves pit at a US$ 18.95/t NSR cut-off and also include 23.8 million tonnes of hypogene

material grading 0.54% copper that has been mined and stockpiled during existing supergene operations.Slide 36: Quebrada Blanca Accounting Treatment1. Sumitomo Metal Mining Co. Ltd. and Sumitomo Corporation are collectively referred to as Sumitomo.

39

Strategy and Overview

Consistent Long-Term Strategy

41

• Diversification• Long life assets• Low cost• Appropriate scale• Low risk jurisdictions

Attractive Portfolio of Long-Life Assets Low risk jurisdictions

42

Global Customer Base Revenue contribution from diverse markets (2018)

43

Diverse Pipeline of Growth Options

44

In Construction

EnergyBuilding a new business through partnership

Frontier

Lease 421

Future OptionsMedium-Term Growth Options

ZincPremier resource with integrated assets

Red DogSatellite Deposits Cirque

Red Dog VIP2 Project Teena

CoalWell established with capital efficient value options

Elk Valley Replacement Brownfield Quintette/Mt. Duke

Elk Valley Brownfield

Neptune Terminals Expansion Coal Mountain 2

CopperStrong platform with substantial growth options

San Nicolás (Cu-Zn)

QB2

Zafranal

Mesaba

NuevaUnión

HVC Brownfield

Schaft Creek

Antamina Brownfield

Galore Creek

HVC D3 Project

Fort Hills Debottlenecking & Expansion

QB3

Production Guidance

45

2018 RESULTS 2019 GUIDANCE1 3 YEAR (2020-2022) GUIDANCE1

Steelmaking Coal 26.2 Mt 25.5-26.0 Mt 26.5-27.5 MtCopper2,3,4,6

Highland Valley Concentrate 100.8 kt 115-120 kt 135-155 ktAntamina Concentrate 100.4 kt 95-100 kt 90-95 ktCarmen de Andecollo Concentrate + Cathode 67.2 kt 62-67 kt 60 kt Quebrada Blanca Cathode 25.5 kt 20-23 kt -Total Copper Concentrate + Cathode 293.9 kt 290-310 kt 285-305 kt

Zinc2,3,5

Red Dog Concentrate 583.2 kt 535-560 kt 500-520 ktAntamina Concentrate 92.1 kt 65-70 kt 100-110 ktPend Oreille Concentrate 29.7 kt 19-20 kt -Total Zinc Concentrate 705 kt 620-650 kt 600-630 kt

Refined Zinc - Trail Refined 302.9 kt 305-310 kt 310-315 ktBitumen - Fort Hills3,7,8 6.8 Mbbl 12-14 Mbbl 14 MbblLead - Red Dog2 Concentrate 98.4 kt 90-95 kt 85-100 ktRefined Lead - Trail Refined 61 kt 70-75 kt 85-95 ktMolybdenum2,3

Highland Valley Concentrate 8.7 Mlbs 8.0 Mlbs 4.0-5.0 MlbsAntamina Concentrate 2.3 Mlbs 1.5 Mlbs 2.0-3.0 MlbsTotal Molybdenum Concentrate 11.0 Mlbs 9.5 Mlbs 6.0-8.0 Mlbs

Refined Silver - Trail Refined 11.6 Moz 13-14 Moz -

Sales and Unit Cost Guidance

46

2018 RESULTS 2019 GUIDANCE1

Steelmaking CoalAdjusted site cost of sales2 C$62/t C$62-65/tTransportation costs2 C$37/t C$37-39/tUnit costs2 C$99/t C$99-104/t

CopperTotal cash unit costs3 US$1.74/lb US$1.70-1.80/lbNet cash unit costs3 US$1.23/lb US$1.40-1.50/lb

ZincTotal cash unit costs4 US$0.49/lb US$0.50-0.55/lbNet cash unit costs4 US$0.31/lb US$0.30-0.35/lb

BitumenAdjusted operating costs5 C$32.89/bbl C$26-29/bbl

Unit Costs

SalesQ2 2019 RESULTS Q3 2019 GUIDANCE1

Steelmaking Coal 6.4 Mt 6.3-6.5 MtZinc - Red Dog Zinc in Concentrate 86 kt 165-170 kt

Capital Expenditures Guidance

47

(TECK’S SHARE IN CAD$ MILLIONS) 2018

2019GUIDANCE1

QB2 Capital Expenditures $ 414 $ 1,450Total capex, before SMM/SC contribution $ 1,906 $ 3,165Estimated SMM/SC contributions4 - (1,265)Total Teck spend $ 1,906 $ 1,900

Quebrada Blanca 2(TECK’S SHARE IN CAD$ MILLIONS) 2018

2019GUIDANCE1

SustainingSteelmaking coal2 $ 232 $ 515Copper 157 200Zinc 225 145Energy 21 60Corporate 10 10

$ 645 $ 930Major Enhancement

Steelmaking coal2 $ 230 $ 385Copper 62 55Zinc 107 75Energy 69 100

$ 468 $ 615New Mine Development

Copper3 $ 56 $ 115Zinc 38 25Energy 285 30

$ 379 $ 170Sub-total

Steelmaking coal2 $ 462 $ 900Copper3 275 370Zinc 370 245Energy 375 190Corporate 10 10

$ 1,492 $ 1,715

(TECK’S SHARE IN CAD$ MILLIONS) 2018

2019GUIDANCE1

Capitalized StrippingSteelmaking coal $ 507 $ 445Copper 161 175Zinc 39 45

$ 707 $ 665

Capitalized Stripping

Sustaining, Major Enhancement, New Mine Development

Commodity Price Leverage1

48

MID-POINT OF 2019 PRODUCTION

GUIDANCE2 CHANGEESTIMATED EFFECT ON ANNUALIZED PROFIT3

ESTIMATED EFFECT ON ANNUALIZED EBITDA3

$C/$US C$0.01 C$45M /$0.01∆ C$72M /$0.01∆

Coal 26.25 Mt US$1/tonne C$20M /$1∆ C$31M /$1∆

Copper 300 kt US$0.01/lb C$5M /$0.01∆ C$8M /$0.01∆

Zinc4 942.5 kt US$0.01/lb C$10M /$0.01∆ C$13M /$0.01∆

WCS5 13 Mbbl US$1/bbl C$12M /$1∆ C$17M /$1∆

WTI6 - US$1/bbl C$9M /$1∆ C$12M /$1∆

Tax-Efficient Earnings in Canada

~C$3.8 billion in available tax pools1

• Includes:‒ $2.9 billion in net operating loss carryforwards‒ $0.7 billion in Canadian Development Expenses (30% declining balance p.a.)‒ $0.2 billion in allowable capital loss carryforwards

• Applies to cash income taxes in Canada• Does not apply to:

‒ Resource taxes in Canada ‒ Cash taxes in foreign jurisdictions

49

Share Structure & Principal Shareholders

50

SHARES HELD PERCENTVOTING RIGHTS

Class A ShareholdingsTemagami Mining Company Limited 4,300,000 55.4% 32.1%SMM Resources Inc (Sumitomo) 1,469,000 18.9% 11.0%Other 1,999,304 25.7% 14.9%

7,768,304 100.0% 58.0%Class B ShareholdingsTemagami Mining Company Limited 725,000 0.1% 0.1%SMM Resources Inc (Sumitomo) 295,800 0.1% 0.0%China Investment Corporation (Fullbloom) 59,304,474 10.5% 4.4%Other 501,972,680 89.3% 37.5%

562,297,954 100.0% 42.0%Total ShareholdingsTemagami Mining Company Limited 5,025,000 0.9% 32.2%SMM Resources Inc (Sumitomo) 1,764,800 0.3% 11.0%China Investment Corporation (Fullbloom) 59,304,474 10.4% 4.4%Other 503,971,984 88.4% 52.4%

570,066,258 100.0% 100.0%

Teck Resources Limited1

Notes: Appendix – Strategy and Overview

Slide 43: Global Customer Base1. Gross profit before depreciation and amortization is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 45: Production Guidance1. As at July 24, 2019. See Teck’s Q2 2019 press release.2. Metal contained in concentrate. 3. We include 100% of production and sales from our Quebrada Blanca and Carmen de Andacollo mines in our production and sales volumes because we fully consolidate their results in our financial statements. We include 22.5% and 21.3% of

production and sales from Antamina and Fort Hills, respectively, representing our proportionate ownership interest in these operations.4. Copper production includes cathode production at Quebrada Blanca and Carmen de Andacollo.5. Total zinc includes co-product zinc production from our copper business unit. 6. Excludes production from QB2 for three-year guidance 2020–2022.7. Results for 2018 are effective from June 1, 2018.8. The 2020–2022 bitumen production guidance does not include potential near-term debottlenecking opportunities. See energy business unit in Q4 2018 press release for more information.Slide 46: Sales and Unit Cost Guidance1. As at July 24, 2019. See Teck’s Q2 2019 press release.2. Steelmaking coal unit costs are reported in Canadian dollars per tonne. Adjusted site cost of sales includes site costs, transport costs, and other and does not include deferred stripping or capital expenditures. Adjusted site cost of sales is a

non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.3. Copper unit costs are reported in U.S. dollars per payable pound of metal contained in concentrate. Total cash unit costs are before co- and by-product margins. Copper net cash costs are after by-product margins and include adjusted cash

cost of sales, smelter processing charges and cash margin for by-products including co-products. Assumes a zinc price of US$1.15 per pound, a molybdenum price of US$12 per pound, a silver price of US$16.00 per ounce, a gold price ofUS$1,350 per ounce and a Canadian/U.S. dollar exchange rate of $1.32. See “Non-GAAP Financial Measures” slides.

4. Zinc unit costs are reported in U.S. dollars per payable pound of metal contained in concentrate. Total cash unit costs are before co- and by-product margins. Zinc net cash costs are after by-product margins and are mine costs includingadjusted cash cost of sales, smelter processing charges and cash margin for by-products. Assumes a lead price of US$0.90 per pound, a silver price of US$16.00 per ounce and a Canadian/U.S. dollar exchange rate of $1.32. By-productsinclude both by-products and co-products. See “Non-GAAP Financial Measures” slides.

5. Bitumen unit costs are reported in Canadian dollars per barrel. Adjusted operating costs represent costs for the Fort Hills mining and processing operations and do not include the cost of diluent, transportation, storage and blending. See “Non-GAAP Financial Measures” slides.

51

Notes: Appendix – Strategy and Overview

Slide 47: Capital Expenditures Guidance1. As at July 24, 2019. See Teck’s Q2 2019 press release 2. For steelmaking coal, sustaining capital includes Teck’s share of water treatment charges of $57 million in 2018. Sustaining capital guidance includes Teck’s share of water treatment charges related to the Elk Valley Water Quality Plan, which

are approximately $235 million in 2019. Steelmaking coal major enhancement capital guidance includes $210 million relating to the facility upgrade at Neptune Bulk Terminals that will be funded by Teck.3. For copper, new mine development guidance for 2019 includes QB3 scoping, Zafranal, San Nicolás and Galore Creek.Slide 48: Commodity Price Leverage1. As at July 24, 2019. Before pricing adjustments, based on our current balance sheet, our expected 2019 mid-range production estimates, current commodity prices and a Canadian/U.S. dollar exchange rate of $1.32. See Teck’s Q2 2019 press

release. 2. All production estimates are subject to change based on market and operating conditions.3. The effect on our profit attributable to shareholders and on EBITDA of commodity price and exchange rate movements will vary from quarter to quarter depending on sales volumes. Our estimate of the sensitivity of profit and EBITDA to changes

in the U.S. dollar exchange rate is sensitive to commodity price assumptions. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.4. Zinc includes 307,500 tonnes of refined zinc and 635,000 tonnes of zinc contained in concentrate. 5. Bitumen volumes from our energy business unit.6. Our WTI oil price sensitivity takes into account our interest in Fort Hills for respective change in revenue, partially offset by the effect of the change in diluent purchase costs as well as the effect on the change in operating costs across our

business units, as our operations use a significant amount of diesel fuel.Slide 49: Tax-Efficient Earnings In Canada1. As at December 31, 2018.Slide 50: Share Structure & Principal Shareholders1. As at December 31, 2018.

52

Sustainability

Sustainability Strategy

• Strong sustainability performance enabled by a strategy built around developing opportunities and managing risks

• Implementing a sustainability strategy with short-term, five-year goals and long-term goals stretching out to 2030

Goals cover the six areas of focus representing the most significant sustainability issues and opportunities facing our company

54

Community Water Our People

Biodiversity Energy and Climate Change

Air

Teck’s Performance on Top ESG Ratings

ESG EVALUATION TECK’S PERFORMANCE

• Named to 2019 Global 100 Most Sustainable Corporations list by Corporate Knights

• Ranked 37th globally; only mining company listed

• 2nd in metals and mining universe out of ~60 companies

• “A” rating since 2013 (scale of CCC – AAA)• Outperforming all 10 of our largest industry peers identified by MSCI

• 2nd out of 83 companies in mining & metals category

• Environment and Social Scores in top 10% out of all industries

• Percentile rank of 91% in mining and metals industry• Listed on FTSE4Good Index Series

55

Why Sustainability Matters

56

• Increased access to capital at a lower cost

• Increased cost savings and productivity

• Higher financial returns

• Brand value and reputation

• Reduced risk of operations disruption

• Efficient project and permit approvals

• Meet rising supply chain and societal expectations

• Employee retention and recruitment

Driving Growth and Managing Risk

Health and Safety Performance

• Safety performance in 2018- 28% reduction in High-Potential

Incidents- 21% decrease in Lost-Time Injury

Frequency• Conducted Courageous Safety

Leadership training with 97% of employees

• Two fatalities in 2018: one at Fording River Operations and one at Elkview Operations. Carried out in-depth investigations into the incidents to learn as much as possible and implement measures to prevent a reoccurrence

57

0

0.1

0.2

0.3

0.4

0.5

0.6

2015 2016 2017 2018High-Potential Incident FrequencySerious High-Potential Incident FrequencyPotentially Fatal Occurrence Frequency

Incident Frequency (per 200,000 hours worked)

62% reduction in High-Potential Incident Frequency rate over past four years

Leading Practices in Tailings Management

Transparency • Details on all tailings facilities available

online• Dam Safety Inspections publically

available on our website

Collaboration• Actively engaged on the International

Council on Mining and Metals (ICMM) Tailings Position Statement and Governance Framework

• Participant in ICMM’s leadership work on an aspirational goal of reducing reliance on conventional tailings practices

58

Full table and additional information available at www.teck.com/tailings

1. Surveillance Technology

2. Staff Inspections3. Annual External

Inspections

4. Internal Review5. Detailed Third-Party

Reviews6. Independent Review

Boards

Comprehensive systems and procedures in place based on six pillars:

Full emergency preparedness plans in place at relevant facilities: • Plans reviewed with local stakeholders• Drills and community meetings conducted

Tailings management and emergency response aligned with the Mining Association of Canada Towards Sustainable Mining Protocols.

59

Responsible Tailings Management

100%of tailings facilities

independently verified to meet external/internal

standards

100%of our major

tailings facilities have

independent review boards


https://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/tailings-&-mine-waste-and-environmental-management/

Reducing Freshwater UseTeck in top 10 of 50+ companies ranked by DJSI

• Water recycled average of 3 times at mining operations in 2018

• Target to reduce freshwater use at Chilean operations by 15% by 2020

• Desalinated seawater for Quebrada Blanca 2 project in place of freshwater; 26.5 million m3 per year

60

0

10

20

30

40

50

60

70

80

90

100

perc

entil

e ra

nkin

gs:

low

est t

o hi

ghes

t sco

res

Teck (84th percentile)


DJSI Water Related Risk Assessment 2018 Percentile Rankings2

http://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/water-stewardship/

Taking Action on Climate Change Teck in top 5 of 50+ companies ranked by DJSI

• Goal to reduce GHG emissions by 450,000 tonnes by 2030 and have already reduced 289,000 tonnes of emissions as a result of projects implemented since 2011

• Advocating for climate action – member of Carbon Pricing Leadership Coalition

• Releasing second Climate Action and Portfolio Resilience report in 2019, which is structured to align with the recommendations from the Task Force on Climate Related Financial Disclosure

61


0

10

20

30

40

50

60

70

80

90

100

perc

entil

e ra

nkin

gs:

low

est t

o hi

ghes

t sco

res


DJSI Climate Strategy Assessment 2018 Percentile Rankings2

http://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/energy-&-climate-change/

Lower-Risk Jurisdictions, Comprehensive AssessmentsTeck in top 5 of 50+ companies ranked by DJSI

• All operations in countries with well-developed mining industries: Canada, United States, Chile, Peru

• Robust regulatory regimes and rule of law in place

• Strong foundation for protection of human rights

• Human rights assessments conducted at all operations in 2018

62

Related SASB1 Metric: EM-MM-210b.1 | Link to Data


0

10

20

30

40

50

60

70

80

90

100

perc

entil

e ra

nkin

gs:

low

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o hi

ghes

t sco

res

DJSI Human Rights Assessment 2018 Percentile Rankings2

https://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/human-rights/

• Agreements in place at all mining operations within or adjacent to Indigenous Peoples’ territories

• Achieved agreements with all Indigenous communities near the QB2 project‒ 8 of 8 agreements with Indigenous

communities‒ 7 of 7 agreements with fishermen’s

unions• Achieved agreements with 14 out of 14

potentially affected Indigenous groups near our Frontier project

• Working with UN Women in Chile to advance economic opportunities for Indigenous women

63

Strengthening Relationships with Indigenous Peoples


https://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/engaging-with-indigenous-peoples/

• 57% of our employees are unionized and there were zero strikes in 2018

• Collective agreements at Quebrada Blanca, Line Creek and Carmen de Andacollo operations set to expire in 2019; collective agreement at Antamina currently expired

• Focused on strengthening diversity, with women making up 26% of new hires in 2018

• In 2018, 9% of total hires self-identified as Indigenous from our Red Dog, Highland Valley Copper and steelmaking coal operations in the Elk Valley

64

Employee Relations and Diversity

18%women in our

workforce

29%Board of

Directors are women

Related SASB1 Metrics: EM-MM-310a.1 | Link to Data

20%management positions held

by women

https://www.teck.com/responsibility/approach-to-responsibility/sustainability-report/material-topics/diversity-and-employee-relations/

Collective Agreements

OPERATION EXPIRY DATES

Quebrada BlancaNovember 30, 2019

January 31, 2022March 31, 2022

Line Creek May 31, 2019

Carmen de Andacollo September 30, 2019December 31, 2019

Elkview October 31, 2020

Fording River April 30, 2021

Antamina July 31, 2021

Highland Valley Copper September 30, 2021

Trail Operations May 31, 2022

Cardinal River June 30, 2022

65

Notes: Sustainability

Slide 59: Responsible Tailings Management1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/ Slide 60: Reducing Freshwater Use1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/2. SAM Corporate Sustainability Assessment 2018.Slide 61: Taking Action on Climate Change1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/2. SAM Corporate Sustainability Assessment 2018.Slide 62: Lower-Risk Jurisdictions, Comprehensive Assessments1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/2. SAM Corporate Sustainability Assessment 2018.Slide 63: Strengthening Relationships with Indigenous Peoples1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/Slide 64: Employee Relations and Diversity1. Sustainability Accounting Standards Board Standards. https://www.sasb.org/

66







Innovation

Changing Landscape in the Mining Sector

68

Teck is pursuing a transformation of our business – called RACE21TM with some elements already underway

With the expansion in analytics, automation and digital tools, we can now transform mining, adopt a manufacturing model to unlock significant value and competitive advantage

While technology has been a driving force of improvement in mining, the basic operating system has remained unchanged for decades

In most industries, companies that move slowly to seize digital and analytics opportunities are falling behind or even disappearing

Teck is Actively Pursuing a TransformationOf Our Business Through Technology

69

RENEW

Modernize Teck’s technology foundation

AUTOMATE

Accelerate and scale autonomy program

CONNECT

Develop digital platform for sensing and analytics

EMPOWER

Design future operating model to empower our employees

RACE21TM

RACE21TMMoving to a manufacturing model

70

Our conviction is that the potential exists to transform mining, adopt a manufacturing model to unlock significant economic value and competitive advantage

Why Pursue a Technology Transformation?Technology leadership could create multiple opportunities

71

A source of strategic advantage to identify undervalued assets, and attract the best partners

WITHIN THE INDUSTRY

We could leverage our capabilities to explore opportunities in the broader global innovation ecosystem

BEYOND THE MINING INDUSTRY

A new operating model and capabilities to extract more value from the long-life resources Teck owns for a more sustainable future

INTERNALLY

Significant Value To Be Captured

72

COST

Reduced operational costs by achieving manufacturing levels of variability

PROFITABILITY

Step-change impact to profitability

SAFETY

Transformational safety impact with fewer people in high risk environments

PRODUCTIVITY

Increased productivity through new technologies and internal innovation

Example value capture areas: Autonomy, Integrated Operations, Advanced Analytics, Real Time Data Systems

A Sustainable Future

Steelmaking CoalBusiness Unit & Markets

Our Market is Seaborne Hard Coking Coal2: ~200 Million Tonnes

Steelmaking Coal Facts

Global Coal Production1:7.5 billion tonnesSteelmaking Coal Production2: ~1,140 million tonnesExport Steelmaking Coal2: ~330 million tonnesSeaborne Steelmaking Coal2: ~290 million tonnes

74

• ~0.7 tonnes of steelmaking coal is used to produce each tonne of steel3

• Up to 100 tonnes of steelmaking coal is required to produce the steel in the average wind turbine4

Chinese Steel MarginsMargins have declined but remain positive

China Hot Rolled Coil (HRC) Margins and Steelmaking Coal (HCC) Prices1

(US$/t)

75

-500

50100150200250300350

China HRC Gross Margins China Domestic HCC Price Argus Premium HCC CFR China

140

65 50 350

0

20

40

60

80

100

120

140

160

2016-2020target

2016actual

2017actual

2018actual

Remaining

800

290 250 2700

0100200300400500600700800900

2016-2020target

2016actual

2017actual

2018actual

Remaining

Capacity Reductions in China Support Pricing

76

Steel Capacity Reduction Achieved1 (Mt)

• Steel: Profitable steel industry supports raw materials pricing• Coal: Capacity reductions support seaborne imports

Coal Capacity Reduction Achieved1 (Mt)

Large Users in China Increasing Imports ~2/3 of China crude steel produced on coast; projects support imports

77

Seaborne Coking Coal Imports1 (Mt)

HBIS LAOTING PROJECT• Inland plant relocating to coastal area• Capacity: crude steel 20 Mt• Status: Construction started in 2017; completion

in 2020

ZONGHENG FENGNAN PROJECT• Inland plant relocating to coastal area• Capacity: crude steel 8 Mt• Status: Construction started in 2017; 2 of 5 BFs

completed by May 2019; remaining 3 BFs to complete in 2020

SHOUGANG JINGTANG PLANT• Expansion• Capacity: crude steel 9.4 Mt (phase 2)• Status: Construction started in 2015; 1 of 2 BFs

completed in Apr 2019

LIUSTEEL FANGCHENG PROJECT• Greenfield project• Capacity: Phase 1 crude steel ~10 Mt• Status: Construction started in 2017; 1 of 4

BFs to complete in Sep 2019BAOWU ZHANJIANG PLANT• Expansion• Capacity: crude steel 3.6 Mt (phase 2)• Status: Construction started in Apr 2019;

completion in 2021

BAOWU YANCHENG PROJECT• Inland plant relocating to coastal area• Capacity: crude steel 20 Mt (phase 1: 8~10 Mt)• Status: Phase 1 construction started in May 2019

11 6 1021 21 22 25 25 24

2119

25

3926

13 1118 13

010203040506070

2010 2012 2014 2016 201815 users Non-15 users

Chinese Scrap Use to Increase SlowlyEAF share in crude steel production to recover only to 2016’s level

Construction 55-60%

Machinery 15-20%

Auto 5-10%

Others 15-20%

78

78% 72%55%

40% 39% 35% 32% 23%37%

18%

0%20%40%60%80%

100%

China’s Scrap Ratio was ~1/2 of World Averagein 20171 (%)

Crude Steel

Electric Arc Furnace

Hot Metal

China Steel Use By Sector (2000-2018)2

Crude Steel and Electric Arc Furnace Production3 (Mt)

0200400600800

1000

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Mt

Chinese Steelmaking Coal ImportsSeaborne H1 2019 imports up by +3 Mt

792019E is June year-to-date annualized.

Chinese Coking Coal Imports2 (Mt)Chinese Crude Steel Production (CSP), Hot Metal

Production (HMP) and Coal Production (Mt)1

32 2534

6048

35 36 44 37 40

1520

19

16

15

1324

2628

34

01020304050607080

Mongolia Coking Coal ImportsSeaborne Coking Coal Imports

400

420

440

460

480

500

520

0

200

400

600

800

1000

1200

CSP (LHS)HMP (LHS)Coking Coal Production (RHS)

Indian Steelmaking Coal ImportsImports supported by secular demand and government growth targets

80

Indian Seaborne Coking Coal Imports2 (Mt)Indian Crude Steel Production1 (Mt)

0

10

20

30

40

50

60

0

20

40

60

80

100

120

140

2019E is June year-to-date annualized for crude steel production and April year-to-date annualized for seaborne coking coal imports.

US Coal Producers are Swing Suppliers

812019E is May year-to-date annualized.

US Steelmaking Coal Exports1 (Mt)Australian Steelmaking Coal Exports1 (Mt)

0

20

40

60

80

100

120

140

160

180

200

0

10

20

30

40

50

60

70

Canadian & Mozambique Steelmaking Coal Exports

822019E is May year-to-date annualized.

Mozambique Exports1 (Mt)Canadian Exports1 (Mt)

0

5

10

15

20

25

30

35

40

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019E0

1

2

3

4

5

6

7

8

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019E

Steelmaking Coal Supply Growth ForecastMost growth comes from Australia

Seaborne Steelmaking Coal Exports1 (Mt)Change 2019 vs. 2018

83

Includes:• Australia: Growth from existing mines (Caval

Ridge/Peak Downs, Grosvenor, Appin, Byerwen) and mine restarts (Burton, Russel Vale)

• Canada: Restarted mines ramp up

• Mozambique: Analyst views range from flat to +1 Mt2

• Indonesia: Analyst views range from flat to +2 Mt2• USA: Analyst views range from -8 Mt to flat3

310316 312-3166 1 1 1 4

280

290

300

310

320

330

2018 Australia Canada 2019, ex.Mozambique,Indonesia &

USA

Mozambique Indonesia USA 2019

0

10

20

30

40

50

60

2019 2020 2021 2022 2023 2024Highly probable projects Possible restarts Probable projects

Includes:• Highly probable projects: Russia (~45%), Australia (~30%), USA (~25%)• Possible restarts: Australia (~60%), Canada (~20%), ROW (~20%)• Probable projects: Australia (~45%), Canada (~35%), ROW (~20%)

Steelmaking Coal Supply / Demand BalanceCoal gap is developing unless projects progress

84

Possible Restarts and Projects1 (Mt)Supply & Demand from Existing Mines1 (Mt)

275

295

315

335

355

375

2018 2019 2020 2021 2022 2023 2024USA: Analyst views ranging from -8Mt to flatExisting minesDemand: base case (WoodMac)Demand: high case (AME)

~30-55 Mt needed from restarts and projects by 2024

Gap to base case

Additional gap to high case

Includes: • Existing mines: expansion (~35Mt) and depletion (~40Mt)• Expansions: Australia (~50%),

Indonesia/Russia/Mozambique/Canada/ROW (~10% each)• Depletion: Australia (~50%), USA (~30%), ROW (~20%)

2nd Largest Seaborne Steelmaking Coal SupplierCompetitively positioned to supply steel producers worldwide

85

CHINA2013: ~30%2017: ~15%2018: ~10%INDIA

2013: ~5%2017: ~10%2018: ~15%

Sales Distribution

NORTH AMERICA~5%

EUROPE2013: ~15%2017: ~20%2018: ~15%

ASIA EXCL. CHINA & INDIA2013: ~40%2017: ~45%2018: ~50%

LATIN AMERICA~5%

Sales to India Exceeded China from 2018

An Integrated Long Life Coal Business

86

Prince Rupert

Ridley Terminal

Vancouver

Prince George Edmonton

Calgary

Westshore Terminal

Quintette

Cardinal River

Elk Valley

Kamloops

British Columbia

Alberta

Seattle

Elkford

Sparwood

Hosmer

Fernie

Fording River

Greenhills

Line Creek

Elkview

Coal Mountain

Elco

ELK VALLEY

1,150 kmNeptune Terminal

Coal MountainPhase 2

• 940 million tonnes of reserves support ~27 Mt of production for many years

• Geographically concentrated in the Elk Valley

• Established infrastructure and capacity with mines, railways and terminals

Long Life With Growth Potential in Steelmaking Coal

26.0-26.5 million tonnes in 2019• Advancing production in new areas to fully

offset Coal Mountain closure

27-28 million tonnes in 2020 and beyond• Investment in plant throughput capacity at

Elkview to capitalize on lower strip ratio beginning in 2020

87

20

21

22

23

24

25

26

27

28

29

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

Teck Coal BU Coal Mountain EVO 8M EVO 9M

Annual Production Capacity1 (Mt)

Investing in low capital intensity production capacity to maximize near term profit generating potential

Maximizing Cash Flow in Any Steelmaking Coal MarketHigh Price Environment• Production focus to capture high margins

and maximize free cash flow1

‒ Utilize higher cost equipment, contractor labour, internal overtime, & intersite processing to increase production

Low Price Environment• Cost focus to protect margins and

maximize free cash flow1

‒ Parking higher cost equipment, reduced contractor trades and mining reliance, hiring freeze, lower material movement

‒ Emphasis on cost reduction initiatives

88

Cost of Sales and Realized Sales Price ($/t)

$57 $50 $51 $45 $43 $52 $62 $652

$194

$153

$126 $117

$153

$226$243

$224

$0

$50

$100

$150

$200

$250

2012 2013 2014 2015 2016 2017 2018 2019B

IFRS 16 Capital Lease Impact

6

8

10

12

Setting Up for Strong Long-Term Cash Flows In Steelmaking CoalStrip ratio increase planned in 2019 to advance clean coal expansion• Future strip ratio on par with historical

average

Elkview Operations driving the increase in clean coal strip ratio to advance ability to produce at 9 million tonne rate by 2021• Elkview strip ratio drops from 11.8 in 2019

to 6.9 by 2023‒ 2018-2029 average of 9.2

89

Clean Strip Ratio1

11.8

6.9 6

8

10

12

2018 2019 2020 2021 2022 2023 2024Coal Elkview

Clean Strip Ratio1

6 Year Average

Reinvesting to Maintain Productivities And Manage Costs in Steelmaking CoalMaintaining historical dollar per tonne sustaining investment levels

2010-2016: Average spend of ~$6 per tonne1

• Reinvestment in 5 shovels, 50+ haul trucks

2017-2023: Average spend of ~$6 per tonne1

• Reinvestment in equipment fleets and technology to increase mining productivity and processing capacity

90

Cost of Sales and Realized Sales Price ($/t)

$-

$2

$4

$6

$8

$10

$12

$14

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Sustaining Excl. Water 2010-2016 Avg $/t2017-2023 Avg $/t

Sustaining Capital, Excluding Water Treatment1 ($/t)

Long term run rate for sustaining capital is ~$6 per tonne

Major Enhancement Capital Expenditures1,2 ($M)

Investing In Production Capacity in Steelmaking Coal

Major enhancement projects increasing long-term production capacity:• SWIFT at Fording River Operations• Baldy Ridge Extension at Elkview Operations• 9 Million project at Elkview Operations

2010-2016: Average spend of ~$160 million2 per year• Increased production capacity by ~3.5 million tonnes

2017-2023: Average spend of ~$134 million2 per year• Increasing production capacity for 2020-2026 production

by ~3 million tonnes per year ‒ Increasing plant capacity at Elkview Operations

(EVO 9M)

91

-

50

100

150

200

250

300

350

400

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

Major Enhancement SwiftBaldy Ridge EVO 9M2010-2016 Avg 2017-2023 Avg

Progress on Reducing Long-Term Water Treatment CostsSaturated Rock Fills (SRF) demonstrated to be a direct replacement for current Active Water Treatment Facilities (AWTF), subject to regulatory approval

SRF strategy could reduce water capital to $600 million to $650 million in 2018-20221

• SRF capital costs ~20% of current permitted treatment option (AWTF)

• SRF operating costs are ~50% of AWTF

The B.C. Government has endorsed SRFs and we have received approval to begin construction to expand the SRF at our Elkview Operations to 20,000 m3 per day • Also advancing first pilot at Fording River

92

Use and Enhancement of Biological Process Present in Backfill Pits

Water Treatment Capital

93

-

100

200

300

400

2018 2019 2020 2021 2022 -

100

200

300

400

2018 2019 2020 2021 2022 -

100

200

300

400

2018 2019 2020 2021 2022

Water Capital ($M) Worst Case1,2

Water Capital ($M) Previous Guidance1,2

Water Capital ($M) Best Case1,2

SRF permitted would reduce water capital to $600 million to $650 million3

• 1 LCO4 AWTF completed• EVO4 SRF • FRO4 AWTF–South• Replacing FRO AWTF-North

with SRF capacity

Previous guidance of $850 million to $900 million• 1 LCO AWTF completed• Construction of 3 AWTFs

‒ EVO AWTF‒ FRO AWTF-North‒ FRO AWTF-South

AWTF revised requires ~$250 million in additional capital • Needed if SRF strategy is not

permitted• Design scope change at EVO

AWTF• Increased design capacity at

FRO AWTF–North

SALES MIX• ~40% quarterly contract price• ~60% shorter than quarterly pricing mechanisms

(including “spot”)PRODUCT MIX• ~75% of production is high-quality HCC• ~25% is a combination of SHCC, SSCC, PCI and a

small amount of thermal• Varies quarter-to-quarter based on the mine plansKEY FACTORS IMPACTING TECK’S AVERAGE REALIZED PRICES• Variations in our product mix• Timing of sales• Direction and underlying volatility of the daily price

assessments• Spreads between various qualities of steelmaking coal• Arbitrage between FOB Australia and CFR China pricing

Teck’s Pricing MechanismsCoal sales book generally moves with the market

94

Index Linked Sales• Quarterly contract sales index linked• Contract sales index linked• Contract sales with index fallback• Spot sales index linkedFixed Price Sales• Contract sales spot priced • Contract sales with index fallback• Spot sales with fixed price

80%

20% IndexLinkedFixedPrice

Pricing Mechanisms (%)

-60

-40

-20

0

20

40

0

50

100

150

200

250

300

350

HCC FOB Australia (LHS) HCC CFR China (LHS)

CFR / FOB spread (RHS)

0

25

50

75

100

0

50

100

150

200

250

300

350

HCC (LHS) SHCC (LHS) HCC / SHCC spread (RHS)

Quality and Basis SpreadsImpact Teck’s average realized steelmaking coal prices

95

HCC FOB / CFR Prices and Spread2 (US$/t)HCC / SHCC Prices and Spread1 (US$/t)

~75 Mtpa of West Coast Port Capacity PlannedTeck port capacity exceeds current production plans, including Quintette

96

0

10

20

30

40

Ridley Neptune Westshore

Current Capacity Planned Growth

• Current capacity 33 Mtpa• ~$275 million upgrade to 35 Mtpa

by 2019• Teck is largest customer at 19 Mtpa• Contract expires March 31, 2021

WESTSHORE TERMINALS

• Teck / Canpotex Joint Venture• Current capacity 12.5 Mtpa • Significant investment to upgrade

and rejuvenate• Planned growth to > 18.5 Mtpa

NEPTUNE COAL TERMINAL

• Current capacity 16 Mtpa• Teck contracted at 3 Mtpa• Planned growth to > 20 Mtpa

RIDLEY TERMINALS

West Coast Port Capacity (Nominal Mt)

Notes: Appendix – Steelmaking Coal

Slide 74: Steelmaking Coal Facts1. Source: IEA.2. Source: CRU.3. Source: World Coal Association. Assumes all of the steel required is produced by blast furnace-basic oxygen furnace route.4. Source: The Coal Alliance. Assumes all of the steel required is produced by blast furnace-basic oxygen furnace route.Slide 75: Chinese Steel Margins1. Source: China HRC Gross Margins is estimated by Mysteel. China Domestic HCC Price is Liulin #4 price sourced from Sxcoal and is normalized to CFR China equivalent. Seaborne HCC Price (CFR China) is based on Argus Premium HCC

CFR China. Plotted to July 26, 2019. Slide 76: Capacity Reductions in China Support Pricing1. Source: Governmental announcements. Slide 77: Large Users in China Increasing Seaborne Imports1. Source: China Customs, Fenwei, Teck. Slide 78: Chinese Scrap Use to Increase Slowly1. Source: WSA.2. Source: China Metallurgy Industry Planning and Research Institute.3. Source: CRU.Slide 79: Chinese Steelmaking Coal Imports1. Source: NBS, Fenwei. 2019 is June YTD annualized.2. Source: China Customs, Fenwei. 2019 is June YTD annualized.Slide 80: Indian Steelmaking Coal Imports1. Source: WSA. 2019 is June YTD annualized.2. Source: Global Trade Atlas. 2019 is April YTD annualized.Slide 81: US Coal Producers are Swing Suppliers1. Source: Global Trade Atlas. US exports do not include exports to Canada. 2019 is May YTD annualized.Slide 82: Canadian and Mozambique Steelmaking Coal Exports1. Source: Global Trade Atlas. 2019 is May YTD annualized.2. Source: CRU.Slide 83: Steelmaking Coal Supply Growth Forecast1. Source: Wood Mackenzie. Exports include disruption allowance that is based on the difference between Wood Mackenzie’s Q4 forecast and actual exports over the period 2015 to 2017.2. Source: Wood Mackenzie, CRU. 3. Source: Wood Mackenzie, Seaport Global Securities LLC.

97

Notes: Appendix – Steelmaking Coal

Slide 84: Steelmaking Coal Supply / Demand Balance1. Source: Wood Mackenzie, AME. High case demand is based on AME for India’s imports and Wood Mackenzie for imports by other countries. Exports include disruption allowance that is based on the difference between Wood Mackenzie’s Q4

forecast and actual exports over the period 2015 to 2017. 2. Source: Wood Mackenzie, Seaport Global Securities LLC. Slide 87: Long Life with Growth Potential in Steelmaking Coal1. Subject to market conditions and obtaining relevant permits.Slide 88: Maximizing Cash Flow in Any Steelmaking Coal Market1. Free cash flow is a non-GAAP measure. See “Non-GAAP Financial Measures” slides.2. Assumes cost of sales of $63/tonne for 2019. Effective January 1, 2019, the IFRS 16 accounting standard change required the capitalization of equipment leases historically included in cost of sales. This policy change is expected to decrease

cost of sales by ~$2/tonne, therefore a cost of sales figure of $65/tonne should be used for comparison to historical figures.Slide 89: Setting Up for Strong Long-Term Cash Flows in Steelmaking Coal1. Reflects weighted average strip ratio of all coal operations. Cardinal River Operations includes the Mackenzie Redcap project.Slide 90: Reinvesting to Maintain Productivities and Manage Costs in Steelmaking Coal1. Historical spend has not been adjusted for inflation or foreign exchange. 2019-2023 assumes annualized average production of 28.6 million tonnes and excludes the impact of the change in accounting for leases under IFRS 16. All dollars

referenced are Teck’s portion net of POSCAN credits for Greenhills Operations at 80% and excludes the portion of sustaining capital relating to water treatment and Neptune Terminal. Water capital is addressed in “Progress on Reducing Long-Term Water Treatment Costs” slide.

Slide 91: Investing In Production Capacity in Steelmaking Coal1. Historical spend has not been adjusted for inflation or foreign exchange. 2019-2023 excludes the impact of the change in accounting for leases under IFRS 16.2. All dollars referenced are Teck’s portion net of POSCAN credits for Greenhills Operations at 80% and excludes the portion of major enhancement capital relating to the Neptune Facility Upgrade.3. Swift, Baldy Ridge Extension, and Elkview 9M project spending in 2019 is noted to illustrate the peak in major enhancement spending. All projects have spending prior and subsequent to 2019.Slide 92: Progress on Reducing Long-Term Water Treatment Costs1. Water capital figures present total spending, a portion of which will be paid by POSCAN joint venture partner. Future POSCAN amounts are not yet determinable as the percentage varies year-to-year with selenium load factors which are

measured annually. For further information, please see “Water Treatment Capital” slide.Slide 93: Water Treatment Capital1. Water capital figures present total spending, a portion of which will be paid by POSCAN joint venture partner. Future POSCAN amounts are not yet determinable as the percentage varies year-to-year with selenium load factors which are

measured annually.2. All capital scenarios exclude $40M in research and development for construction of the SRF full scale trial substantially completed in 2017 and commissioned at Elkview Operations in early 2018. LCO AWTF capital spend in 2018 was $22M for

completion of the Advanced Oxidation Process. Dollars are unadjusted for the POSCAN joint venture portion.3. Best case replaces construction of 2 of the 3 AWTF’s identified in previous guidance with SRFs at 20% of construction costs. Best case includes ~$130M to progress construction of replaced AWTFs in 2018 and 2019 until SRF strategy is

permitted.4. LCO stands for Line Creek Operations, FRO stands for Fording River Operations, and EVO stands for Elkview Operations.Slide 95: Quality and Basis Spreads1. HCC price is average of the Argus Premium HCC Low Vol, Platts Premium Low Vol and TSI Premium Coking Coal assessments, all FOB Australia and in US dollars. SHCC price is average of the Platts HCC 64 Mid Vol and TSI HCC

assessments, all FOB Australia and in US dollars. Source: Argus, Platts, TSI. Plotted to July 31, 2019.2. HCC FOB Australia price is average of the Argus Premium HCC Low Vol, Platts Premium Low Vol and TSI Premium Coking Coal assessments, all FOB Australia and in US dollars. HCC CFR China price is average of the Argus Premium HCC

Low Vol, Platts Premium Low Vol and TSI Premium JM25 Coking Coal assessments, all CFR China and in US dollars. Source: Argus, Platts, TSI. Plotted to July 31, 2019.

98

CopperBusiness Unit & Markets

• Mine production currently peaks in 2022• Chinese mine production growth relatively flat at

~100 kmt per year • Total probable projects: 1,570 kmt

Mine kmt

Glencore’s African mine restarts 400

Cobre Panama 330

Escondida 390

Quellaveco 350

Quebrada Blanca 300

China 490

All others (Oyu Tolgoi UG, Spence, Chuqui UG) 1,250

Reductions & Closures (1,500)

Mine Production Set To Increase 1.8 Mt By 2023Includes:

100

Global Copper Mine Production Increasing Slowly

12,000

14,000

16,000

18,000

20,000

22,000

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

Other ChinaGlencore Africa Cobre PanamaQuellaveco Quebrada BlancaEscondida New Mines

Global Copper Mine Production1 (kt contained)

101

$20

$30

$40

$50

$60

$70

$80

$90

$100

$110

$120

Annual/Mid Year Spot -1,200

-1,000

-800

-600

-400

-200

02005 2007 2009 2011 2013 2015 2017

Q22019

Disruptions (kt)2; TC/RCs Spot and BM Falling1 (US$/lb)

3.0%

4.5%

2.8%

3.4%YTD

Copper Disruptions Return To Impact Mines

Rapid Growth in Chinese Copper Smelter CapacityLimited domestic mine projects and lots of delays

102

+2.8 Mt of Smelting Projects in the Pipeline2

(kt blister)Chinese Copper Mine Growth1

(kt)

0

100

200

300

400

0

100

200

300

400201948 kt

202062 kt

2010 – 2022212 kt

2018/20191,142 kt

2020981 kt

2010 – 2022739 kt

0

500

1,000

1,500

2,000

2,500

3,000

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027Pumpkin Hollow Spence MiradorDikuluwe OT UG KamoaLone Star Aktogay Anto ExpMina Justa Quellaveco QBIISalobo III Others

Copper SupplyMine production rising and scrap availability falling

103

China Copper Scrap Imports Decline2

(Copper content, kt)Sanctioned Projects Since 20171 (kt)

0

500

1,000

1,500

2,000

2013 2014 2015 2016 2017 2018

Chinese Imports Shift to Concentrates3

(Copper content, kt)

02,0004,0006,0008,000

10,000

2013 2014 2015 2016 2017 2018Concentrates Blister Scrap Cathode

New mines commissioned will add 2.5 Mt from 2017-2025

02004006008001,0001,2001,4001,6001,800

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

LME Stocks ComexSHFE Bonded EstimatePrice

Copper Metal StocksBetter than expected demand; smelter disruptions

• Production cuts at Asian smelters combined with lower scrap availability contributed to a drawdown in cathode stocks

• Exchange stocks have fallen 455,000 tonnes since March 2018, now equivalent to just over one week’s global consumption

• Copper stocks across exchange and bonded warehouses are down 150,000 tonnes since the end of March 2019

• Prices over the last quarter have traded in a wide range of ~ $800/t, rising over $6,500/mt and falling recently below $6,000/mt on conflicting trade rumours

104

Daily Copper Prices1,2 (US$/mt) and Stocks1,2 (kmt)

21,000

22,000

23,000

24,000

25,000

26,000

27,000

28,000

2019 2020 2021 2022 2023 2024Refined Production Base DemandLow Demand High Demand

0

500

1,000

1,500

2,000

2,500

3,000

3,500

2019 2020 2021 2022 2023 2024Brownfield Probable Greenfield ProbableSXEW Projects Unannounced Extensions

Copper Supply / Demand BalanceProjects available to fill low demand scenario gap

105

Probable Projects Sufficient Only To Fill Low Gap Scenario2 (kt)

Assumed average growth to 2024: • High Demand (2.7%): 3.1 million tonne gap• Base Demand (2.0%): 2.0 million tonne gap• Low Demand (1.5%): 1.0 million tonne gap

Existing and Fully Committed Supply1 (kt)

Additional gap to base demand

Additional gap to high demand

Gap to low demand

Long Life and Stable Assets in Copper

106

• C1 costs in the 1st quartile1

• Record combined concentrate production in 2018

• Lower zinc in 2019, increasing in 2020

• Debottlenecking study in progress

• Copper production rising with higher grades and recovery

• Technology focus with autonomous haulage and shovel-based ore sorting

• D3 mill project complete in Q2 2019, ahead of schedule and under budget

• Consistent near term production profile

• Sizer project in commissioning

• Focus on water reduction and effectively managing dust

• Mining equipment and workforce successfully transitioned to QB2

• Strong platform for QB2 start-up and future operations

• Focus on labour efficiency and productivity

Foundation of Stable Operations

Antamina Highland Valley Carmen de Andacollo Quebrada Blanca

- 100 200 300

2014 2015 2016 2017 2018 2019 2020 2021 2022+

Cost Discipline and Improvement Focus in Copper

Operating Expenses & Productivity• Cross site sharing in asset management

continues to improve availabilities and reduce costs

• Robust continuous improvement pipeline is a key driver of margins

Supply Management at Teck• Leveraging Teck-wide spending• 7 primary categories started in 2010 with

>$50 million in sustained annual savings • 6 more categories added in 2018

- Additional $30 million in annual savings• China sourcing initiative

107

Copper Sustaining Capital Profile (C$M)

Focused Investment Priorities• Numerous projects finishing in 2019 and

early 2020- D3 Ball Mill at HVC, QB1 water

management• Near term spending driven by tailings

facility cost at Antamina – declining in 2022• Long-term sustaining capex in copper

expected at $125 million, excluding QB2

Antamina• Debottlenecking and extension studies ongoing

- Increase mill throughput >15%- Relocation of crushing and conveying system- Increasing waste rock and tailings storage

capacityHVC 2040• Advancing HVC Mine Life Extension Feasibility

Study- Targeting extension ~12 years- Increase mill throughput >20%

• Leverage recent capital and technology projects- Mill Optimization Project (2014) and D3 Ball Mill - Ore sorting and automation

108

Major Extension Projects in CopperStrong brownfield pipeline for value creation

Notes: Appendix – Copper

Slide 100: Global Copper Mine Production Increasing Slowly1. Source: Wood Mackenzie, AME, Teck.Slide 101: Copper Disruptions1. Source: Wood Mackenzie, AME, Teck, Company Reports.2. Source: Wood Mackenzie, CRU, Metal Bulletin.Slide 102: Rapid Growth in Chinese Copper Smelter Capacity1. Includes mine projects with copper capacity >10 ktpa. Source: BGRIMM.2. Source: CRU, BGRIMM, SMM, Teck.Slide 103: Copper Supply1. Source: Wood Mackenzie, Teck, Company Reports. Announced Project Sanctioning Decisions since January 2018, Based on Corporate Guidance and/or Wood Mac forecasts to Q4 2018. 2. Source: Wood Mackenzie, GTIS, SMM.3. Source: Wood Mackenzie, GTIS, NBS, SMM. Slide 104: Copper Metal Stocks1. Source: LME, Comex, SHFE, SMMSlide 105: Copper Supply / Demand Balance1. Source: Wood Mackenzie, CRU, ICA, Yale, Teck. Low Demand based on Wood Mackenzie forecast demand outlook. Base Case Demand based on Teck copper demand model. High Demand based on combination of ICA study done for long

term Copper Demand and a Yale University study done based on IEA forecasts for 2DS on Climate reduction goals.2. Source: Wood Mackenzie, CRU, ICA, Yale, Teck. Forecasts based on projects from Wood Mackenzie Probable list of projects from Q4 2018 flexed at their historic rates of probable projects entering production (70% of Probable Brownfields,

50% of Probable Greenfield projects and an allowance for unidentified mine extensions based on historic precedent that 20% of capacity projected to close will stay open through such extensions).Slide 106: Long Life and Stable Assets in Copper1. Source: Wood Mackenzie.

109

ZincBusiness Unit & Markets

Environmental Policy Decreasing Chinese Production

111

Chinese Refined Production Down 2.6% in 20182 (Thousand Tonnes)

Chinese Mine Production Down 2.4% in 20181

(Kmt Contained)

2,000

2,500

3,000

3,500

4,000

4,500

5,000

2012

2013

2014

2015

2016

2017

2018

2019

e3,000

3,500

4,000

4,500

5,000

5,500

6,000

6,500

2012

2013

2014

2015

2016

2017

2018

2019

e

Increasing Demand for Zinc Metal Imports

112

More Imported Zinc Metal Required to Fill the Gap3 (kt)

De-stocking ContinuesChinese Stocks at Record Lows1,2 (kt)

0200400600800

1,0001,2001,4001,600

Jan-

12Ju

n-12

Nov

-12

Apr-1

3Se

p-13

Feb-

14Ju

l-14

Dec

-14

May

-15

Oct

-15

Mar

-16

Aug-

16Ja

n-17

Jun-

17N

ov-1

7Ap

r-18

Sep-

18Fe

b-19

Domestic Commercial Stocks Bonded StocksSmelter + Consumer Stocks

652 503

770 924

1,507 1,512 1,467 1,425

0200400600800

1,0001,2001,4001,600

2015

2016

2017

2018

E

2019

E

2020

E

2021

E

2022

E

Smelter cutbacks led to drawdown of warehouse inventories – now record low; If China does import 1.7 Mt of concentrates, still requires 1.5 Mt of metal imports

Zinc SupplyMine production missed forecast in 2018

• Teck originally forecast global mine production would grow 7.9% or over 800,000 tonnes in 2018‒ Due to start up of large mines, Dugald River,

Gamsberg, New Century and restarts by Glencore

• Global mine production in 2018 missed Teck’s forecast by almost 600,000 tonnes ‒ Slow or delayed start-ups at New Century, Gamsberg,

and several smaller mines‒ China originally expected to increase 250,000 tonnes

contained in 2018, but now estimated to be down 150,000 tonnes contained in 2018

• Today, Teck forecasts an 8.1% increase in mine production in 2019, but significant risks continue‒ Mine guidance has already decreased around 120

thousand tonnes in Q1 2019‒ Chinese environmental inspections continue at

domestic mines and may restrict production into H2 2019

113

Zinc Mine Production1 (kt contained)

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2017 2018 2019 2020 2021 2022 2023

ROW Others China Glencore Dugald RiverGamsberg New Century New Mines

3.43.63.84.0

100

350270

180300 250 237

360

200

-630

60-50 -111

62

-800

-600

-400

-200

0

200

400

600

2013 2014 2015 2016 2017 2018 2019

Early-year estimate Adjusted estimate

Chinese Zinc Mine Projects DelayedImpacted by inspections and low zinc ore grades

114

Estimated Chinese Zinc Mine Growth Rarely Achieved1 (Kmt Contained)

0200400600

Chinese Mine Growth 2019-2021 Heavily Dependent On Single Project2 (Kmt contained)

Zinc Ore Grades Falling at Chinese Mines3

(Ore grade, zinc %)

Zinc Concentrate Treatment Charges

Treatment Charges1 (USD/dmt)

115

0

50

100

150

200

250

300

350

Spot TC Benchmark TC

Zinc Metal StocksConsecutive deficits decreasing zinc inventories

• Deficits in past 5 years have driven down stocks• LME refined zinc stocks have decreased 50,800

tonnes year-to-date in 2019• Less than 80,000 tonnes of refined zinc remaining

on LME• SHFE stocks have increased 55,700 tonnes year-

to-date in 2019• Decreased Chinese refined production is

increasing demand for refined imports into China• Smelter cuts announced in YTD 2019:

‒ Elektrozinc Russia (80,000 tonnes) permanently closed due to safety infractions following a fire at the smelter

‒ Skorpion closing for 5 weeks, strike at mine reduces oxide stockpiles

‒ Suspension of Mooresboro after fire in cell house.

116

Daily Zinc Prices1,2 (US$/mt) and Stocks1,2 (kmt)

0

500

1,000

1,500

2,000

2,500

0500

1,0001,5002,0002,5003,0003,5004,0004,5005,000

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

LME Stocks Bonded SHFE Price

Additional gap to base demand

Additional gap to high demand

Gap to low demand

0

500

1,000

1,500

2,000

2,500

2019 2020 2021 2022 2023 2024

Greenfield Brownfield/Restart

13,000

14,000

15,000

16,000

17,000

2019 2020 2021 2022 2023 2024Refined Production Base DemandLow Demand High Demand

Assumed average growth to 2024: • High Demand (2.0%): 2.0 million tonne gap• Base Demand (1.6%): 1.7 million tonne gap• Low Demand (1.2%): 1.0 million tonne gap

Zinc Supply / Demand BalanceZinc mine production peaks in 2021

117

Probable Projects Sufficient To Fill Gap2 (kt)Existing and Fully Committed Supply1 (kt)

Largest Global Net Zinc Mining Companies

Teck is the Largest Net Zinc Miner1(kt)Provides significant exposure to a rising zinc price

118

050

100150200250300350400

Teck

Public Company

Private Company

Integrated Zinc Business

119

Strengthening our Zinc Business

• Cash costs in bottom 1st quartile1

• Optimized stockpiling strategy to increase mill throughput

• VIP2 project advancing to commissioning in 2020 and expected to improve throughput by ~15%

• Winter weather conditions impacting port access road

Red Dog

• Strong zinc production in 2019 with improving outlook for TC/RC’s

• KIVCET lead furnace shutdown safely completed in Q4 2018

• Acid Plant #2 project completed ahead of schedule and under budget

• Reinvesting some proceeds from Waneta dam sale to strengthen core

• Margin improvement focus

Trail

• Low iron feed and transport advantage for Trail

• Exploration and contractors reduced to lower costs

• Care and maintenance planned for Q3 2019

• Potential for future restart

Pend Oreille

Cost Discipline and Improvement Focus in Zinc

Operating Expenses & Productivity• Cross site sharing in asset management

continues to improve availabilities and reduce costs

• Robust continuous improvement pipeline is a key driver of margins

Supply Management at Teck• Leveraging Teck-wide spending• 7 primary categories started in 2010 with

>$50 million in sustained annual savings • 6 more categories added in 2018

- Additional $30 million in annual savings• China sourcing initiative

120

Zinc Sustaining Capital Profile (C$M)

Focused Investment Priorities• Numerous projects finishing in 2019 and

early 2020- VIP2 at Red Dog, Acid Plant #2 at Trail

• Near term spending driven by tailings facility cost at Red Dog – declining in 2022

• Long-term sustaining capex in zinc expected at $150 million

-

100

200

300

2014 2015 2016 2017 2018 2019 2020 2021 2022+

21%14%

31% 34%

0%

10%

20%

30%

40%

Q1 Q2 Q3 Q4

Red Dog Sales Seasonality

• Operates 12 months • Ships ~ 4 months• Shipments to inventory in Canada

and Europe; Direct sales to Asia• ~65% of zinc sales in second half

of year • ~100% of lead sales in second half

of year

121

Zinc Sales 1 (%)

Lead Sales1 (%)

0% 1%

58%

41%

0%10%20%30%40%50%60%

Q1 Q2 Q3 Q4

Red Dog Operating Cost SeasonalitySignificant quarterly variation

Red Dog Net Cash Unit Costs1 (US$/lb)

122

-

0.20

0.40

0.60

Q1 Q2 Q3 Q4

• Seasonality of Red Dog unit costs largely due to lead sales during the shipping season• Zinc is a by-product credit at Antamina and accounted for in the Copper Business Unit

Red Dog in Bottom Quartile of Zinc Cost Curves

C1+Sustaining Cost Curve 20181 (US¢/lb)

123

-40-20

020406080

100120140160180

0% 25% 50% 75% 100%

RED DOG

Red Dog Extension Project

Long Life Asset• Aktigiruq exploration target of 80-150 Mt @ 16-18% Zn + Pb1

• Anarraaq Inferred Resource2: 19.4 Mt @14.4% Zn, 4.2% PbQuality Project• Premier zinc district• Significant mineralized system • High gradeStable Jurisdiction• Operating history• ~12 km from Red Dog operations• Strong community ties

Path to Value Realization• 2001: Initial drill hole• 2017: Exploration target announced• Next 18 months: Advancing delineation

124

GIANT ZINC DEPOSITS (+6 Mt Zn+Pb)

Building a Quality Zinc Inventory

Potential New GIANT System1

(Contained Zn+Pb in Mt and Grade Zn+Pb in %)

125

0

5

10

15

20

25

30

0 50 100 150 200 250 300 350 400 450 500

Gra

de Z

n+Pb

%

Resource Mt

Red DogPast Production

RampuraAgucha

Broken HillMcArthur River

GIANT ZINC DEPOSITS (+6 Mt Zn+Pb)

Qanaiyaq

Aqqaluk

Teena

AnarraaqPaalaaq

Su-Lik Hermosa

Aktigiruq Exploration Target1

80-150 Mt16-18% Zn+Pb

Global Context of Teck’s Zinc ResourcesWell positioned; world class

Teck’s Zinc Resources1

(Resource in Mt and Grade Zn+Pb in %)

126

Notes: Appendix – Zinc

Slide 111: Environmental Policy Decreasing Chinese Production1. Source: BGRIMM.2. Source: BGRIMM.Slide 112: Increasing Demand for Zinc Metal Imports1. Source: SHFE, MyMetal, SMM, Industrial sources, Teck.2. ”Smelter + consumer stocks” refers to zinc metal held in the plants of smelters and semi producers and those on the road; ”Bonded stocks” refers to zinc stored in bonded zones and will need to complete Customs clearance before entering

China; ”Domestic commercial stocks” refers to zinc stored in SHFE warehouses and other domestic commercial warehouses not registered in SHFE.3. Source: China Customs, Wood Mackenzie, Teck.Slide 113: Zinc Supply1. Source: BGRIMM, SMM & CNIA.Slide 114: Chinese Zinc Mine Projects Delayed1. Source: Antaike, BGRIMM, Teck. Early year estimates from consolidation of several analyst views in the year preceding.2. Source: Antaike, BGRIMM, Teck. 3. Source: CNIA, NBS. Slide 115: Zinc Concentrate Treatment Charges1. Source: Wood Mackenzie.Slide 116: Zinc Metal Stocks1. Source: LME, SHFE, SMM, CRU.2. Source: LME, Fastmarkets, Argus, Acuity, company reports.Slide 117: Zinc Supply / Demand Balance1. Source: Wood Mackenzie, CRU, Teck. Low Demand based on CRU, Base Case Demand based on Teck Zinc demand model. High Demand based long term historical averages and view on improved Trade Outlook flexed into Base Demand

Model.2. Source: Wood Mackenzie, CRU, Teck. Forecasts based on projects from Wood Mackenzie Probable list of projects from Q4 2018 flexed at their historic rates of probable projects entering production (only 50% – 60% of probable zinc projects

and zinc mine life extensions historically are brought to market).

127

Notes: Appendix – Zinc

Slide 118: Largest Global Net Zinc Mining Companies1. Source: Wood Mackenzie, 2018.Slide 119: Integrated Zinc Business1. Source: Wood Mackenzie.Slide 121: Red Dog Sales Seasonality1. Average sales from 2010 to 2018.Slide 122: Red Dog Operating Cost Seasonality1. Average quarterly net cash unit cost (2013-2017) before royalties, based on Teck ‘s reported financials. See “Non-GAAP Financial Measures” slides.Slide 123: Red Dog in Bottom Quartile of Zinc Cost Curves1. Source: Wood MackenzieSlide 124: Red Dog Extension Project1. Aktigiruq is an exploration target, not a resource. Refer to press release of September 18, 2017, available on SEDAR. Potential quantity and grade of this exploration target is conceptual in nature. There has been insufficient exploration to

define a mineral resource and it is uncertain if further exploration will result in the target being delineated as a mineral resource. 2. See 2018 Annual Information Form.Slide 125: Building a Quality Zinc Inventory1. Sources: S&P Global Market Intelligence, SNL Metals & Mining Database, Teck Public Disclosures. Aktigiruq is an exploration target, not a resource. Refer to press release of September 18, 2017, available on SEDAR. Potential quantity and

grade of this exploration target is conceptual in nature. There has been insufficient exploration to define a mineral resource and it is uncertain if further exploration will result in the target being delineated as a mineral resource. Slide 126: Global Context of Teck’s Zinc Resources1. Sources: S&P Global Market Intelligence, SNL Metals & Mining Database, Teck Public Disclosures. Aktigiruq is an exploration target, not a resource. Refer to press release of September 18, 2017, available on SEDAR. Potential quantity and

grade of this exploration target is conceptual in nature. There has been insufficient exploration to define a mineral resource and it is uncertain if further exploration will result in the target being delineated as a mineral resource.

128

EnergyBusiness Unit & Markets

Energy Benchmark Pricing

Calendar NYMEX WTI Price1 and WTI/WCS Basis Differential2 (US$/bbl)

130

-$10

$0

$10

$20

$30

$40

$50

$0$10$20$30$40$50$60$70$80

Jan-

17

Feb-

17

Mar

-17

Apr-1

7

May

-17

Jun-

17

Jul-1

7

Aug-

17

Sep-

17

Oct

-17

Nov

-17

Dec

-17

Jan-

18

Feb-

18

Mar

-18

Apr-1

8

May

-18

Jun-

18

Jul-1

8

Aug-

18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

Feb-

19

Mar

-19

Apr-1

9

May

-19

Jun-

19

Jul-1

9

Aug-

19

Calendar NYMEX WTI Price (LHS) WTI/WCS Basis Differential at Hardisty (RHS)WTI/WCS Basis Differential at the US Gulf Coast (RHS)

US Midwest and US Gulf Coast are Key Markets

Blended Bitumen Pipelines

131

Enbridge/Line 3

TransMountain/TMX

TransCanada Keystone, Keystone XL

Market Hub

Deep Water Port

In Service Pipeline

Proposed Pipeline

Hardisty or Common Carriage to Midwest / USGC

Cushing

Flanagan

Asia

Asia / Europe

California

SuperiorHardisty

Edmonton

Vancouver

Steele City

Montreal

The US Gulf Coast Market Has The Greatest Opportunity For Growth In Canadian Heavy Blend Sales

Existing Pipeline/Rail Sufficient to Meet Takeaway Capacity Through 2023

Export Capacity Needed To Meet Global Demand

Near term (2019-2021):• Canadian export capacity lagging• Reliant on rail (400-500 Kbpd)

Pipeline development progressing: • Enbridge: 370 Kbpd (2020-2021)• Keystone XL: 800 Kbpd (2021-2022)• TMX: 600 Kbpd (2022)

Longer term:• Global heavy refining capacity increase• US, India and China largest markets

132

Western Canada Supply & Markets1 (Mbpd)Reliant on rail 2019-2020

4.04.55.05.56.06.57.07.5

2019 2020 2021 2022 2023

Production Current Market Demand Rail

Keystone XL

TransMountain TMX

Enbridge Line 3

350400450500550600

Eagle FordTight OIl

Arab Light Bakken Blend Russian Urals Mexican Maya Mining OilSand Dilbit

PFT (e.g. FortHills)

Nigerian BonnyLight

Oil Sand In-Situ dilbit

Oil SandMining

Upgraded SCO

AverageCalifornia

Heavy

Lower Carbon Intensity Product at Fort HillsComparable to the average barrel refined in the U.S.

PFT Diluted Bitumen has a Lower Carbon Intensity Than Around Half of the Barrels of Oil Refined in the US, on a Wells-to-Wheels Basis1

(Total carbon intensity - kgCO2e per barrel of refined products)

133Source: IHS Energy Special Report “Comparing GHG Intensity of the Oil Sands and the Average US Crude Oil”, May 2014.

• Paraffinic Froth Treatment (PFT) removes asphaltenes • Best in-class Canadian oil sands carbon intensity, including in-situ• Pushing technology for continuous improvement

Carbon intensity of average barrel refined in the US = 502

Fort Hills Blend Widely Accepted In Market

We produce a high quality refinery feedstock• Low GHG intensity: <50% of US crude supply• Including in-situ and upgraded synthetic

Our sales mix provides diverse market access• 80% pipeline connected and 20% rail loading• 10 Kbpd to US Gulf Coast and 39.5 Kbpd at

Hardisty

134

We are Well-Positioned for Future Opportunities

19.5

10.0

10.0

10.0 US Gulf Coast: monthly basis

Hardisty rail: long term contract

Hardisty pipeline: long term contract

Hardisty pipeline: monthly basis

Teck Blend:49.5 Kbpd

Teck’s Commercial Activities1

Bitumen production 38.5 kbpd+ Diluent acquisition 11.0 kbpd= Bitumen blend sales 49.5 kbpd

Delivery Location (Kbpd)

Diverse Portfolio of Sales in Energy

Fort Hills blend sales subject to crude quality differential vs Western Canadian Select:• Estimated at minus US$2-$3/bbl for 2019

135

60%(Pipeline)20%

(Rail)

20%(Pipeline)

Hardisty US Gulf Coast

Blend Sales By Delivery Point (%)

LOCATION NYMEX WTI WESTERNCANADIAN SELECT

DIFFERENTIAL BASIS

US Gulf Coast(Pipeline)

Calendar average monthly WTI

Monthly contracted spot differential at US

Gulf Coast

Hardisty:Pipeline & Rail Transfers

Calendar average monthly WTI

Weighted average WTI/WCS indexed

differential at Hardisty

Revenue (US$/bbl)

CNRLMuskeg Riverand Jackpine

CNRLHorizon

SyncrudeBase

SyncrudeAurora North

Imperial

Kearl

Suncor Base

Quality Barrels in a Progressive Jurisdiction4th largest oil sands mining portfolio

Fort Hills in operation• Teck 21.3% = 0.6 billion barrels1

Frontier in the regulatory phase• Teck 100% = 3.2 billion barrels2

Lease 421: future growth• Teck 50% • High quality lease: high grade, high

recovery, low fines

136

Alberta, Canada

Strong Strategic Fit: Long Life Mining Assets and Low Operating Costs

Our Energy Strategy

Maximizing value of Fort Hills• Start-up complete, increase production volumes, lower costs

Focus on Maximizing Shareholder Value and Positioning Teck as a Partner of Choice

137

De-risking Frontier & Lease 421 • Frontier regulatory hearing completed in 2018, decision in early 2020

Driving business results through technology & innovation• Safe & reliable production, cost and footprint

Fort Hills is a Modern Mine Built for low cost operations

Fort Hills 2018 Production @100% (Barrels per day)

138

-

50,000

100,000

150,000

200,000

250,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

High Quality Barrels with Significant Debottlenecking Potential

Great start-up

Exit 2018 @ 201,000 bpd

201,000 bpdDecember 2018

<$23/bbladjusted operating costs1

December 2018

PFT Productlow GHG emissions

Attractive Debottlenecking Opportunities at Fort HillsTo be implemented in two phases

Potential capacity increase of 20 kbpd to 40 kbpd• Teck’s share of annual production

could increase from 14.0 Mbpa to 15.5-17.0 Mbpa

• Near term opportunities require little to no capital (phase 1)

• Longer term opportunities may require modest capital (phase 2)

139

PFT Process

Significant Incremental EBITDA1 Potential

Significant EBITDA Upside Potential in EnergyProviding the basis for strong and steady cash flow for decades

EBITDA1 Potential – Teck’s share ($ millions)

140

Potential Annual EBITDA of $400 Million to $700 Million with Debottlenecking

- 100 200 300 400 500 600 700 800

194,000 bpd(nameplate)

214,000 bpd(phase 1)

234,000 bpd(phase 2)

EBITDA (@$60 WTI) EBITDA (@$70 WTI)

+$150M

+$100M

ASSUMPTIONS WTI @ US$70/BBL

WTI @ US$60/BBL

WTI-WCS differential US$10.00 US$14.75

C$/US$ exchange rate 1.30 1.32

Adjusted operating costs2 C$20/bbl C$20/bbl

Assumptions

Teck’s Energy Outlook$70 million in EBITDA1 generated at Fort Hills in Q2 2019

141

Sharp Focus On Reducing Costs (Operating and Capital)

PRODUCTION ADJUSTED OPERATING COSTS2 CAPITAL

2019 • Expect to be at the low end of our annual bitumen production guidance of 33,000-38,000 barrels per day

• With the lower production, we expect Q3 and Q4 unit operating costs to be similar to the first half of this year and to be near the high end of our guidance range of C$26-29 per barrel1

• C$11.50-$13.50 per barrel• Higher in 2019 due to tailings and

equipment ramp-up spending (as previously disclosed in 2017 & 2018)

Life of Mine • Nameplate 194,000 bpd• ~38,500 bpd Teck’s share

• C$22-23/bbl3• Long term target below C$20/bbl

• C$3-5/bbl4

• Government of Alberta curtailments effective January 1, 2019• Fort Hills:

Notes: Appendix – Energy

Slide 130: Energy Benchmark Pricing1. Source: CME Group. As at July 23, 2019.2. Sources: Net Energy, CalRock and Link. As at July 23, 2019.Slide 132: Export Capacity Needed to Meet Global Demand1. Sources: IHSMarkit, Lee & Doma, Teck Energy.Slide 133: Lower Carbon Intensity Product at Fort Hills1. Source: IHS Energy Special Report “Comparing GHG Intensity of the Oil Sands and the Average US Crude Oil” May 2014. SCO stands for Synthetic Crude Oil.Slide 136: Quality Barrels in a Progressive Jurisdiction 1. Proved and probable reserves as at December 31, 2018. See Teck’s 2018 Annual Information Form available under our profile on SEDAR (www.sedar.com) and on EDGAR (www.sec.gov) for further information regarding Fort Hills reserves.2. Best estimate of unrisked contingent resources as at December 31, 2018, prepared by an independent qualified resources evaluator. Further information about these resource estimates, and the related risks and uncertainties and contingencies

that prevent the classification of resources as reserves, is set out in Teck’s management discussion and analysis dated February 12, 2019 available under our profile on SEDAR (www.sedar.com) and on EDGAR (www.sec.gov) . There is no certainty that the Frontier project will produce any portion of the volumes currently classified as contingent resources.

Slide 138: Fort Hills is a Modern Mine 1. Adjusted operating costs is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 139: Attractive Debottlenecking Opportunities at Fort Hills1. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 140: Significant EBITDA Upside Potential in Energy1. EBITDA assumes production is ~90% of stated amounts to account for planned outages. Includes Crown royalties assuming pre-payout phase. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.2. Adjusted operating costs is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.Slide 141: Teck’s Energy Outlook1. EBITDA is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides, including Energy Business Unit EBITDA by entity.2. Adjusted operating costs is a non-GAAP financial measure. See “Non-GAAP Financial Measures” slides.3. Life of Mine operating cost estimate represents the Operator’s estimate of costs for the Fort Hills mining and processing operations and do not include the cost of diluent, transportation, storage or blending. Estimates of Fort Hills operating costs

could be negatively affected by delays in or unexpected events involving the ramp up of production. Steady state operations assumes full production of ~90% of nameplate capacity of 194,000 barrels per day.4. Sustaining cost estimates represent the Operator’s estimate of sustaining costs for the Fort Hills mining and processing operations. Estimates of Fort Hills sustaining costs could be negatively affected by delays in or unexpected events involving

the ramp up of production. Fort Hills has a >40 year mine life.

142

http://www.sec.gov/

http://www.sec.gov/

EnergyBusiness Unit Modelling

Operating Netback – Q2 2019

• Operating netback is a non-GAAP measure, presented on a product and sales barrel basis on page 25 of the Q2 2019 news release.

• Derived from the Energy segmented information (P&L), after adjusting for items not directly attributable to the revenues and costs associated with production and delivery.

• Excludes depreciation, taxes and other costs not directly attributable to production and delivery of Fort Hills product.

144

Q2 2019

Bitumen price realized $62.28

Crown royalties ($1.19)

Transportation costs ($9.41)

Operating costs ($28.06)

Operating netback $23.62

Blended bitumen sales revenue less diluent expense (includes diluent product, Norlite, East Tank Farm)

Royalties are payable at 1-9% of gross revenue or 25-40% of net revenue depending on project’s financial status. More information on royalties is available at: Alberta Energy

Costs at the mine to produce bitumen: labour, fuel (diesel, natural gas), materials (tools, tires), maintenance, Teck 100% Fort Hills G&A

Downstream of East Tank Farm: Wood Buffalo system, Keystone, Hardisty tank

https://www.energy.alberta.ca/OS/OSRoyalty/Documents/OSRGuidelines.pdf

Operating Netback – Q2 2019

145

East Tank FarmBlending Facility (-)

Edmonton TerminalDiluent Product (-)

Teck

Norlite Pipeline(-)

Wood Buffalo Pipeline

Fort SaskatchewanCavern Storage &

Diluent Product (-)

Teck

Wood Buffalo Pipeline Extension

Keystone Pipeline

Sales - US Gulf Coast (+)

Enbridge MainlineUS Midwest, Eastern Canada

Hardisty Terminal

Rail Loading

Sales – Hardisty (+)

Fort Hills Mine TerminalFHELP Managed

Bitumen Price RealizedTransportationOperating Costs

Operating Netback Reconciliation – Q2 2019Non-GAAP Financial Measures on page 55 of Q2 2019 news release

146

(C$ in millions, except where noted)Three months ended

June 30, 2019Revenue as reported $ 295

Less:Cost of diluent for blending (90)Non-proprietary product revenue (9)

Add back: Crown royalties (D) 4Adjusted revenue (A) $ 200

Cost of sales as reported $ 261Less:

Depreciation and amortization (36)Cash cost of sales $ 225Less:

Cost of diluent for blending (90)Cost of non-proprietary product purchased (10)Transportation costs for FRB (C) (30)Operating cost adjustment1 (4)

Adjusted operating costs (E) $ 91

Three months ended June 30, 2019

Blended bitumen barrels sold (000’s) 4,221Less: diluent barrels included in blended bitumen (000’s) (1,007)Bitumen barrels sold (000’s) (B) 3,214

Per barrel amounts (C$)Bitumen price realized2 (A/B) $ 62.28Crown royalties (D/B) (1.19)Transportation costs for FRB (C/B) (9.41)Adjusted operating costs (E/B) (28.06)

Operating netback (C$/barrel) $ 23.62

Energy Operating Netback, Bitumen and Blended Bitumen Price Realized Reconciliations1

1. Reflects adjustments for costs not directly attributed to the production of Fort Hills bitumen, including transportation for non-proprietary product purchased.2. Bitumen price realized represents the realized petroleum revenue (blended bitumen sales revenue) net of diluent expense, expressed on a per barrel basis.

Blended bitumen sales revenue represents revenue from our share of the heavy crude oil blend known as Fort Hills Reduced Carbon Life Cycle Dilbit Blend (FRB), sold at the Hardisty and U.S. Gulf Coast market hubs. FRB is comprised of bitumen produced from the Fort Hills oil sands mining and processing operations blended with purchased diluent. The cost of blending is affected by the amount of diluent required and the cost of purchasing, transporting and blending the diluent. A portion of diluent expense is effectively recovered in the sales price of the blended product. Diluent expense is also affected by Canadian and U.S. benchmark pricing and changes in the value of the Canadian dollar relative to the U.S. dollar. Calculated per unit amounts may differ due to rounding.

We include unit cost information as it is frequently requested by investors and investment analysts who use it to assess our cost structure and margins and compare it to similar information provided by many companies in our industry


1. Bitumen price realized represents the realized petroleum revenue (blended bitumen sales revenue) net of diluent expense, expressed on a per barrel basis. Blended bitumen sales revenue represents revenue from our share of the heavy crude oil blend known as Fort Hills Reduced Carbon Life Cycle Dilbit Blend (FRB), sold at the Hardisty and U.S. Gulf Coast market hubs. FRB is comprised of bitumen produced from the Fort Hills oil sands mining and processing operations blended with purchased diluent. The cost of blending is affected by the amount of diluent required and the cost of purchasing, transporting and blending the diluent. A portion of diluent expense is effectively recovered in the sales price of the blended product. Diluent expense is also affected by Canadian and U.S. benchmark pricing and changes in the value of the Canadian dollar relative to the U.S. dollar. Calculated per unit amounts may differ due to rounding.. 147


June 30, 2019Revenue as reported $ 295Less: Non-proprietary product revenue (9)Add back: Crown royalties 4Blended bitumen revenue (A) $ 290

Blended bitumen barrels sold (000s) (B) 4,221Blended bitumen price realized (C$) (A/B)=D1 $ 68.75Average exchange rate (C$ per US$1) (C) 1.34Blended bitumen price realized (US$/barrel) (D/C) 1 $ 51.40

Blended Bitumen Price Realized Reconciliation


148

(C$ in millions)Three months ended

June 30, 2019Three months ended


March 31, 2019Reported as: Reported as: Reported as:

Energy Fort HillsOther

Energy Energy Fort HillsOther


EnergyProfit (loss) before taxes $ 22 $ 25 $ (3) $ (2) $ (2) $ - $ (21) $ (11) $ (10)Depreciation and amortization 36 36 - 12 12 - 27 27 -Finance expense net of finance income 9 9 - 3 3 - 6 6 -EBITDA $ 67 $ 70 $ (3) $ 13 $ 13 $ - $ 12 $ 22 $ (10)

Energy Business EBITDA by Entity

Energy Gross Profit – Q2 2019

149

Blended Bitumen Revenue Calculation

CAD$ in millions Three months ended June 30, 2019

Revenue, as reported (A) $295

Less: non-proprietary product revenue (G) – from Q2 2019 news release; page 55 (9)

Add back: crown royalty (H) – from Q2 2019 news release; page 55 4

Blended bitumen revenue, calculated (I) $290

Energy Business Unit Operating Statement


Revenue:

Blend sales (I) $290

Add: non-proprietary product sales (G) 9

Less: crown royalty (H) (4)

Revenue (A) $295

Less: Cost of sales:

Concentrate and diluent purchases (E) $100

Operating costs (C) 93

Transportation costs (D) 32

Depreciation and amortization (F) 36

Cost of sales, calculated $261

Gross profit (loss) (B) $34

From Revenue and Gross Profit TableQ2 2019 news release; page 37


Revenue (A) $295

Gross profit (loss) (B) $34

From Cost of Sales Summary TableQ2 2019 news release; pages 38-39


Operating costs (C) $93

Transportation costs (D) $32

Concentrate and diluent purchases (E) $100

Depreciation and amortization (F) $36

Modelling Bitumen Price Realized – Q2 2019Non-GAAP Financial Measure

150

A. Blend sales = blend sales @ Hardisty + blend sales @ U.S. Gulf Coast (USGC)= $290 per “Blended Bitumen Price Realized Reconciliation” and “Reconciliation of Energy Gross Profit”

• Blend sales @ Hardisty = [(WTI – WTI/WCS differential @ Hardisty – negotiated differential) x F/X rate] x # of barrels sold at Hardisty

• Blend sales @ USGC = [(WTI – WTI/WCS differential @ USGC – negotiated differential) x F/X rate] x # of barrels sold at USGC

***WTI/WCS differentials are not the same at Hardisty vs. USGC

B. Cost of diluent for blending:= Cost of diluent product + diluent transportation/storage + blending cost= $90 per “Cost of Sales Summary Table” and “Reconciliation of Energy Gross Profit”

• Cost of diluent product = [(WTI +/- condensate premium/discount) x # of diluent barrels sold in blend] x F/X rate

***Diluent contained in a barrel of blend ranges from approximately 20% to 25% depending on the quality of blend and season (temperature)• Diluent transportation and blending cost includes tolls on the Norlite pipeline, East Tank Farm blending

facility and diluent storage at Fort Saskatchewan

C. Bitumen barrels sold – as provided on the “Operating Netback Reconciliation”

Bitumen price realized = (blend salesA – diluent expenseB) / bitumen bbls soldC

Energy EBITDA Simplified Model

151

ASSUMPTION PER BARREL TOTAL

WTI price US$70.00Less: Weighted average WTI-WCS differential (US$10.00)Multiplied by: C$/US$ exchange rate @ $1.25WCS price (WTI price less WTI-WCS differential x C$/US$ exchange rate @ $1.25) C$75.00

Less: Operating costs (C$20.00)Diluent cost (includes product, diluent transportation and blending costs) (C$10.00)Transportation (pipelines & terminalling downstream of ETF) (C$7.00)Crown royalties (C$3.00)Total cost (C$40.00)

EBITDA C$35.00

EBITDA potential (14 Mbpd x cash margin) ~C$500M

Illustrative EBITDA Calculation - Teck Attributable @ 21.3% (14 Mbpd)1

Notes: Appendix – Energy Business Unit Modelling

Slide 151: Energy EBITDA Simplified Model1. EBITDA is a non-GAAP financial measure. This model is being provided to illustrate how Teck calculates EBITDA for its Energy business unit. The figures included are not forecasts of projected figures of Teck’s Energy EBITDA. See “Non-

GAAP Financial Measures” slides.

152

Non-GAAP Financial Measures


June 30, 2019Profit attributable to shareholders $ 231Add (deduct):

Debt prepayment option loss (gain) (26)Debt redemption loss 166Asset impairment 109Taxes and other (21)

Adjusted profit $ 459Adjusted basic earnings per share $ 0.81Adjusted diluted earnings per share $ 0.81


154

EBITDA is profit attributable to shareholders before net finance expense, income and resource taxes, and depreciation and amortization. Adjusted EBITDA is EBITDA before the pre-tax effect of certain types of transactions that in our judgment are not indicative of our normal operating activities or do not necessarily occur on a regular basis. These adjustments to EBITDA highlight items and allow us and readers to analyze the rest of our results more clearly. EBITDA margin for our operations as business units is EBITDA (as described above) for those operations and business units, divided by the revenue for the relevant operation or business unit for the year-to-date. For adjusted profit attributable to shareholders, we adjust profit attributable to shareholders as reported to remove the after-tax effect of certain types of transactions that in our judgment are not indicative of our normal operating activities or do not necessarily occur on a regular basis. Adjusted basic earnings per share is adjusted profit divided by average number of shares outstanding in the period. Adjusted diluted earnings per share is adjusted profit divided by average number of fully diluted shares in a period. We believe that disclosing these measures assist readers in understanding the ongoing cash generating potential of our business in order to provide liquidity to fund working capital needs, service outstanding debt, fund future capital expenditures and investment opportunities, and pay dividends. Free cash flow is presented to provide a means to evaluate shareholder returns. Other non-GAAP financial measures, including those comparing our results to our diversified and North American peers, are presented to help the reader compare our performance with others in our industry. The measures described above do not have standardized meanings under IFRS, may differ from those used by other issuers, and may not be comparable to such measures as reported by others. These measures should not be considered in isolation or used in substitute for other measures of performance prepared in accordance with IFRS.

Reconciliation of Profit and Adjusted Profit


155


June 30, 2019Basic earnings per share $ 0.41Add (deduct):

Debt prepayment option loss (gain) (0.04)Debt redemption loss 0.29Asset impairment 0.19Taxes and other (0.04)

Adjusted basic earnings per share $ 0.81


June 30, 2019Diluted earnings per share $ 0.41Add (deduct):

Debt prepayment option loss (gain) (0.04)Debt redemption loss 0.29Asset impairment 0.19Taxes and other (0.04)

Adjusted diluted earnings per share $ 0.81

Reconciliation of Diluted Earnings Per Share to Adjusted Diluted Earnings Per Share

Reconciliation of Basic Earnings Per Share to Adjusted Basic Earnings Per Share


We include net debt measures as we believe they provide readers with information that allows them to assess our credit capacity and the ability to meet our short and long-term financial obligations, as well as providing a comparison to our peers. 156

(C$ in millions)

(A)Twelve months ended

December 31, 2018

(B)Six months ended

June 30, 2018

(C)Six months ended

June 30, 2019

(A-B+C)Twelve months ended

June 30, 2019EBITDA $ 6,174 $ 2,204 $ 2,958 (D) $ 6,928

Adjusted EBITDA $ 5,390 $ 2,524 $ 2,971 (E) $ 5,837

Total debt at period end $ 5,519 (F) $ 4,865Less: cash and cash equivalents at period end (1,734) (1,529)Net debt $ 3,785 (G) $ 3,336

Equity (H) $ 23,995

Debt to EBITDA ratio (F/D) 0.7Net debt to EBITDA ratio (G/D) 0.5Net debt to adjusted EBITDA ratio (G/E) 0.6

Net debt to net debt-plus-equity (G/(G+H)) 12%

Reconciliation of Net Debt-to-Adjusted EBITDA Ratio & Net Debt-to-Debt-Plus-Equity Ratio


157


June 30, 2019Profit attributable to shareholders $ 231Finance expense net of finance income 62Provision for income taxes 120Depreciation and amortization 395EBITDA $ 808Add (deduct):

Debt prepayment option loss (gain) (35)Debt redemption loss 224Asset impairment 171Taxes and other 37

Adjusted EBITDA $ 1,205

Reconciliation of EBITDA and Adjusted EBITDA


158




March 31, 2019Reported as: Reported as: Reported as:

Energy Fort HillsOther



EnergyProfit (loss) before taxes $ 22 $ 25 $ (3) $ (2) $ (2) $ - $ (21) $ (11) $ (10)Depreciation and amortization 36 36 - 12 12 - 27 27 -Finance expense net of finance income 9 9 - 3 3 - 6 6 -EBITDA $ 67 $ 70 $ (3) $ 13 $ 13 $ - $ 12 $ 22 $ (10)

Energy Business EBITDA by Entity


159


June 30, 2019Revenue

Steelmaking coal (E) $ 1,588Copper (F) 646Zinc (G) 609Energy (H) 295Total $ 3,138

Gross profit margins before depreciationSteelmaking coal (A/E) 58%Copper (B/F) 45%Zinc (C/G) 28%Energy (D/H)1 24%


June 30, 2019Gross profit $ 1,051Depreciation and amortization 395Gross profit before depreciation and amortization $ 1,446Reported as:

Steelmaking coal (A) $ 919Copper (B) 289Zinc (C) 168Energy (D) 70

Gross profit before depreciation and amortization $ 1,446

Reconciliation of Gross Profit Margins Before Depreciation

Reconciliation of Gross Profit Before Depreciation and Amortization

Steelmaking Coal Unit Cost Reconciliation


1. Average period exchange rates are used to convert to US$ per tonne equivalent.We include unit cost information as it is frequently requested by investors and investment analysts who use it to assess our cost structure and margins and compare it to similar information provided by many companies in our industry. 160


June 30, 2019Cost of sales as reported $ 868Less:

Transportation (250)Depreciation and amortization (199)

Adjusted cash cost of sales $ 419

Tonnes sold (millions) 6.4

Per unit amounts (C$/t)Adjusted cash cost of sales $ 66Transportation 39Cash unit costs (C$/t) $ 105

US$ AMOUNTSAverage exchange rate (C$/US$) $ 1.34Per unit amounts (US$/t)1

Adjusted cash cost of sales $ 49Transportation 29Unit costs (US$/t) $ 78


1. Average period exchange rates are used to convert to US$ per pound equivalent.We include unit cost information as it is frequently requested by investors and investment analysts who use it to assess our cost structure and margins and compare it to similar information provided by many companies in our industry. 161


June 30, 2019Revenue as reported $ 646By-product revenue (A) (90)Smelter processing charges (B) 42Adjusted revenue $ 598


Depreciation and amortization (115)Inventory (write-downs) provision reversal (8)By-product cost of sales (C) (16)

Adjusted cash cost of sales (D) $ 333

Payable pounds sold (millions) (E) 162.6

Per unit amounts (C$/lb)Adjusted cash cost of sales (D/E) $ 2.05Smelter processing charges (B/E) 0.26

Total cash unit costs (C$/lb) $ 2.31Cash margin for by-products (C$/lb) ((A-C)/E) (0.46)Net cash unit costs (C$/lb) $ 1.85


US$ AMOUNTS1

Average exchange rate (C$/US$) $ 1.34Per unit amounts (US$/lb)

Adjusted cash cost of sales $ 1.53Smelter processing charges 0.19

Total cash unit costs (US$/lb) $ 1.72Cash margin for by-products (US$/lb) (0.34)Net cash unit costs (US$/lb) $ 1.38

Copper Unit Cost Reconciliation


1. Red Dog and Pend Oreille.2. Average period exchange rates are used to convert to US$ per pound equivalent.We include unit cost information as it is frequently requested by investors and investment analysts who use it to assess our cost structure and margins and compare it to similar information provided by many companies in our industry.

162


June 30, 2019Revenue as reported $ 609Less:

Trail Operations revenues as reported (496)Other revenues as reported (2)

Add back: Intra-segment revenues as reported 140$ 251

By-product revenue (A) (6)Smelter processing charges (B) 47Adjusted revenue $ 292


Trail Operations cost of sales as reported (518)Other costs of sales as reported 6

Add back: Intra-segment as reported 140$ 114

Less:Depreciation and amortization (24)Severance charge (4)Royalty costs (10)By-product cost of sales (C) -

Adjusted cash cost of sales (D) $ 76


June 30, 2019Payable pounds sold (millions) (E) 177.3

Per unit amounts (C$/lb)Adjusted cash cost of sales (D/E) $ 0.43Smelter processing charges (B/E) 0.26

Total cash unit costs (C$/lb) $ 0.69Cash margin for by-products (C$/lb) ((A-C)/B) (0.03)Net cash unit costs (C$/lb)3 $ 0.66

US$ AMOUNTS2

Average exchange rate (C$/US$) $ 1.34Per unit amounts (US$/lb)

Adjusted cash cost of sales $ 0.32Smelter processing charges 0.19

Total cash unit costs (US$/lb) $ 0.51Cash margin for by-products (US$/lb) (0.02)Net cash unit costs (US$/lb) $0.49

Zinc Unit Cost Reconciliation (Mining Operations)1


163


June 30, 2019Revenue as reported $ 295

Less:Cost of diluent for blending (90)Non-proprietary product revenue (9)

Add back: Crown royalties (D) 4Adjusted revenue (A) $ 200


Depreciation and amortization (36)Cash cost of sales $ 225Less:

Cost of diluent for blending (90)Cost of non-proprietary product purchased (10)Transportation costs for FRB (C) (30)Operating cost adjustment1 (4)

Adjusted operating costs (E) $ 91


Blended bitumen barrels sold (000’s) 4,221Less: diluent barrels included in blended bitumen (000’s) (1,007)Bitumen barrels sold (000’s) (B) 3,214

Per barrel amounts (C$)Bitumen price realized2 (A/B) $ 62.28Crown royalties (D/B) (1.19)Transportation costs for FRB (C/B) (9.41)Adjusted operating costs (E/B) (28.06)

Operating netback (C$/barrel) $ 23.62

Energy Operating Netback, Bitumen and Blended Bitumen Price Realized Reconciliations1

1. Reflects adjustments for costs not directly attributed to the production of Fort Hills bitumen, including transportation for non-proprietary product purchased.2. Bitumen price realized represents the realized petroleum revenue (blended bitumen sales revenue) net of diluent expense, expressed on a per barrel basis.

Blended bitumen sales revenue represents revenue from our share of the heavy crude oil blend known as Fort Hills Reduced Carbon Life Cycle Dilbit Blend (FRB), sold at the Hardisty and U.S. Gulf Coast market hubs. FRB is comprised of bitumen produced from the Fort Hills oil sands mining and processing operations blended with purchased diluent. The cost of blending is affected by the amount of diluent required and the cost of purchasing, transporting and blending the diluent. A portion of diluent expense is effectively recovered in the sales price of the blended product. Diluent expense is also affected by Canadian and U.S. benchmark pricing and changes in the value of the Canadian dollar relative to the U.S. dollar. Calculated per unit amounts may differ due to rounding.

We include unit cost information as it is frequently requested by investors and investment analysts who use it to assess our cost structure and margins and compare it to similar information provided by many companies in our industry.


1. Bitumen price realized represents the realized petroleum revenue (blended bitumen sales revenue) net of diluent expense, expressed on a per barrel basis. Blended bitumen sales revenue represents revenue from our share of the heavy crude oil blend known as Fort Hills Reduced Carbon Life Cycle Dilbit Blend (FRB), sold at the Hardisty and U.S. Gulf Coast market hubs. FRB is comprised of bitumen produced from the Fort Hills oil sands mining and processing operations blended with purchased diluent. The cost of blending is affected by the amount of diluent required and the cost of purchasing, transporting and blending the diluent. A portion of diluent expense is effectively recovered in the sales price of the blended product. Diluent expense is also affected by Canadian and U.S. benchmark pricing and changes in the value of the Canadian dollar relative to the U.S. dollar. Calculated per unit amounts may differ due to rounding.. 164


June 30, 2019Revenue as reported $ 295Less: Non-proprietary product revenue (9)Add back: Crown royalties 4Blended bitumen revenue (A) $ 290

Blended bitumen barrels sold (000s) (B) 4,221Blended bitumen price realized (C$) (A/B)=D1 $ 68.75Average exchange rate (C$ per US$1) (C) 1.34Blended bitumen price realized (US$/barrel) (D/C) 1 $ 51.40

Blended Bitumen Price Realized Reconciliation


1. Other includes Energy business unit, the Zinc business unit without Red Dog, and corporate.165

(C$ in millions) Six months ended June 30, 2019Coal Copper Red Dog Other1 Teck

Earnings before taxes per segmented note 1,168 243 287 (345) 1,353Adjust non-controlling interest (NCI) for earnings attributable to shareholder (23) (10) - - (33)Depreciation & amortization 382 228 52 106 768Net finance expense 29 45 17 25 116EBITDA (A) 1,556 506 356 (214) 2,204Revenue (B) 3,140 1,276 575 1,253 6,244EBITDA Margin (A/B) 50% 40% 62% -17% 35%

Reconciliation of EBITDA Margin


166

(C$ in millions)2003 to

Q2 2019Cash Flow from Operations $44,743Debt interest and finance charges paid (5,290)Capital expenditures, including capitalized stripping costs (22,956)Payments to non-controlling interests (NCI) (631)Free Cash Flow $15,866Dividends paid $4,326Payout ratio 27%

(C$ in millions)October 1, 2008

to June 30, 2019Gross Profit $ 18,492Add back: Depreciation and amortization 6,720Gross profit, before depreciation and amortization $ 25,212Deduct: Other costs (568)Adjusted EBITDA $ 24,644

Reconciliation of Free Cash FlowReconciliation of Coal Business Unit Adjusted EBITDA

Investor Meetings

August 2019